Employee Awareness of Organizational Cultural and Climate ...

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Employee Awareness of Organizational Cultural and Climate Employee Awareness of Organizational Cultural and Climate

Expectations Expectations

Venita M. Govan Walden University

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Walden University

College of Social and Behavioral Sciences

This is to certify that the doctoral dissertation by

Venita M. Govan

has been found to be complete and satisfactory in all respects,

and that any and all revisions required by

the review committee have been made.

Review Committee

Dr. James Herndon, Committee Chairperson, Psychology Faculty

Dr. Eric Hickey, Committee Member, Psychology Faculty

Dr. Grant Rich, University Reviewer, Psychology Faculty

The Office of the Provost

Walden University

2019

Abstract

Employee Awareness of Organizational Cultural and Climate Expectations

by

Venita M. Govan

MS, Lindenwood University, 2011

BA, Lindenwood University, 2005

Dissertation Submitted in Partial Fulfillment

Of the Requirements for the Degree of

Doctor of Philosophy

Psychology

Walden University

October 2019

Abstract

Organizational culture statements are established to pronounce and promote core values

for employees to live while performing roles and responsibilities. It is essential for

employees to be knowledgeable of cultural expectations. When considering

organizational alignment, research has indicated there is deficient linkage when analyzing

applied strategies versus envisioned strategies focusing on employees’ actual lived

experiences. The purpose of this phenomenological study was to survey whether the

corporate health care employees’ lived experiences mirrored the stated cultural values

associated with the theoretical framework concerning artifacts, espoused values, and

basic assumptions. Through an online survey, this phenomenological study analyzed

cultural experiences of 10 corporate health care employees, ranging from administrative

support to the executive level. This study revealed experiences by employees based on

stated cultural values and expectations. Many of the participants’ lived experiences

linked back to the organization’s advertised cultural values. Results relative to behaviors

emulating the culture statement were expressed based on employees’ alignment with the

organizational mission and vision. They feel included, recognize integrity, and have an

appreciation for serving the community. Other findings linked to the communication

mediums were based on utilization, frequency, and access to appropriate communication

tools. Findings also demonstrated leaders’ behaviors which align with innovation and

granting autonomy for optimal performance. These results may influence social change

by providing insight for better understanding employees’ lived experiences, thus creating

improved alignment, replication of behaviors, mutual respect, and collaboration.

Employee Awareness of Organizational Cultural and Climate Expectations

by

Venita M. Govan

MS, Lindenwood University, 2011

BA, Lindenwood University, 2005

Proposal Submitted in Partial Fulfillment

Of the Requirements for the Degree of

Doctor of Philosophy

Psychology

Walden University

October 2019

Dedication

This study is dedicated to my parents and grandparents who made provisions for

productive progression and helped pave the way, as well as my husband, Archie B., my

daughters, Rosemary and Natalie, who were supportive, patient, and encouraging

throughout this process. This study is also dedicated to other family members and friends

who kept me encouraged and motivated. I thank all of you for your love and

encouragement.

Acknowledgments

I would like to acknowledge my committee for having the confidence in me and

supporting this endeavor. I would like to add a special thank you to Dr. James Herndon,

my dissertation chair throughout this process. Dr. Herndon provided insight, challenge,

and a sense of firmness in respecting time, processes, and life.

I would also like to thank Dr. Eric Hickey who provided guidance as the

qualitative research expert and also shared viable feedback to ensure the integrity of the

dissertation process. Both Dr. Herndon and Dr. Hickey provided expedited answers and

direction and they were both available whenever there was a need.

Dr. Rich also provided valuable feedback and encouragement through this

process. All of the support is greatly appreciated and I realize that I would not have come

this far without their commitment to the process and respect for the integrity of research.

i

Table of Contents

List of Tables................................................................................................................... v

Chapter 1: Introduction to the Study ................................................................................ 1

Background to the Study ............................................................................................ 1

Problem Statement ..................................................................................................... 3

Purpose of Study ........................................................................................................ 4

Research Questions .................................................................................................... 7

Organizational Foundation ......................................................................................... 8

Conceptual Framework ............................................................................................ 10

Nature of the Study .................................................................................................. 10

Definitions ............................................................................................................... 12

Assumptions ............................................................................................................ 14

Scope and Delimitations .......................................................................................... 14

Limitations .............................................................................................................. 15

Significance ............................................................................................................. 16

Summary ................................................................................................................. 17

Chapter 2: Literature Review ......................................................................................... 18

Literature Search Strategy ........................................................................................ 19

Organizational Foundation ....................................................................................... 20

Culture………………. ............................................................................................. 20


Culture Formally Outlined ....................................................................................... 22

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Artifacts ................................................................................................................... 24

Espoused Values ...................................................................................................... 25

Basic Assumptions and Values ................................................................................ 26

Literature Review Related to Key Concepts ............................................................. 27

Cultural Impact on Employees ................................................................................. 29

Leadership Impact on Organizational Culture .......................................................... 32

Organizational Culture and Vision ........................................................................... 34

Organizational Culture and Mission ......................................................................... 37

Organizational Culture and Values ........................................................................... 40

Organizational Culture and Communication............................................................. 42

Human Resources .................................................................................................... 47

Human Resources Responsibility ............................................................................. 46

Summary and Conclusions ....................................................................................... 47

Chapter 3: Research Method .......................................................................................... 50

Research Design and Rationale ................................................................................ 51

Research Questions .................................................................................................. 51

Role of the Researcher ............................................................................................. 54

Methodology ........................................................................................................... 54

Participant Selection Logic ...................................................................................... 54

Procedures for Recruitment and Data Collection ...................................................... 55

iii

Instrumentation ........................................................................................................ 56

Data Analysis Plan ................................................................................................... 57

Issues of Trustworthiness ......................................................................................... 58

Ethical Procedures ................................................................................................... 59

Summary ................................................................................................................. 59

Chapter 4: Results.......................................................................................................... 61

Setting ..................................................................................................................... 62

Acquiring Participants ............................................................................................. 62

Demographics .......................................................................................................... 63

Professional Positions .............................................................................................. 64

Data Collection ........................................................................................................ 64

Data Analysis .......................................................................................................... 64

Themes .................................................................................................................... 65

Survey Question 1.................................................................................................... 65

Survey Question 2.................................................................................................... 66

Survey Question 3.................................................................................................... 67

Survey Question 4.................................................................................................... 68

Survey Question 5.................................................................................................... 69

Survey Question 6.................................................................................................... 70

Survey Question 7.................................................................................................... 70

Survey Question 8.................................................................................................... 71

Survey Question 9.................................................................................................... 72

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Survey Question 10 .................................................................................................. 73

Evidence of Trustworthiness .................................................................................... 74

Credibility ............................................................................................................... 74

Transferability ......................................................................................................... 74

Dependability .......................................................................................................... 75

Confirmability ......................................................................................................... 75

Summary ................................................................................................................. 75

Chapter 5: Discussion, Conclusions, and Recommendations .......................................... 77

Introduction ............................................................................................................. 77

Interpretation of Findings ......................................................................................... 78


Limitations of Study ................................................................................................ 82

Recommendations.................................................................................................... 82

Implications ............................................................................................................. 83

Conclusion ............................................................................................................... 84

References ..................................................................................................................... 86

Appendix A: Letter of Permission ................................................................................ 101

Appendix B: Survey Questions .................................................................................... 102

v

List of Tables

Table 1. Defining Factors of Organizational Culture ...................................................... 22

Table 2. Levels of Culture ............................................................................................. 24

Table 3. Outline of Essential Communicative Behaviors ................................................ 45

Table 4. Responses to SQ1 ............................................................................................ 66






Table 10. Responses to SQ7 .......................................................................................... 71



Table 13. Responses to Question 10 .............................................................................. 73

1

Chapter 1: Introduction to the Study

Organizational culture and climate represent the manner in which employees

interact with one another and are representative of behaviors and norms. If the

organization represents progression and evolutionary improvements, the employees

develop expectations and have an understanding of cultural values (McKay, Kuntz, & N

Näswall, 2013). Cultural values and expectations represent an additional layer of

attributes to be considered within organizations as those values drive ultimate behaviors.

Cultural values may lend to a more comprehensive understanding of cultural guidance on

an individual basis which impacts the organization as a whole (Shein, 2010).

Strategically, engaging human resources is fundamental to establish hiring, training,

development, and competency parameters. This enables focus on required qualifications,

credentials, and understanding aspirations of each respective employee. This focus

directly impact organizational culture and climate in being aware of employees’

expectations and how they align with organizational expectations (Berry & Cable, 2010).

Background of the Study

Leadership is often challenged with managing and retaining employees who are

collaborative, committed, and aligned with the stated values of organizational culture,

which may be directly related to their knowledge of organizational culture, climate, and

expectations (Wilson, 2012). Evidence from previous research indicates that the attitudes

of employees along with their behaviors are linked directly to organizational culture,

which significantly influences organizational climates (Pinto, Cabral Cardoso, &

Werther, 2017). Attitudes are directly influenced when behaviors are not aligned with

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the stated organizational culture; limited resources to drive effective collaboration have

the propensity to obstruct meeting organizational goals (Canals, 2014). If behaviors are

not aligned with the organizational cultural expectations, there is a greater risk of

employee terminations, separations, and departmental transfers in search of a sense of

satisfaction while seeking more favorable and cohesive cultural environments

(Kontoghiorghes, 2016).

Once employees are aware and understand an organization’s culture, there is a

better opportunity to develop an environment which compels creativity, motivates

sharing, and encourages application of knowledge, thus developing a more sustainable

and respectful organization (King, 2007; Kontoghiorghes, 2016). According to

Catanzaro, Moore, and Marshall (2010), candidates seeking employment will consent to

lower pay if the culture statement or the perceived culture of an organization is

supportive, favorable, and aligned with core principles and values which epitomize an

environment of respect, trust, and integrity.

Kusy and Holloway (2010) warned of the disadvantages of ignoring or

discounting the impact of poor behaviors which jeopardize organizational integrity

relative to cultural aspects. Further, the consequences of questionable cultural

environments impacted by poor climates may be undocumented in many organizations,

but are prevalent spanning multiple industries and are represented in organizations such

as AIG, Countrywide Financial, and Lehman Brothers (Guerci, Radaelli, Siletti, Cirella,

& Rami Shani, 2015; Stevens & Buechler, 2013).

3

Lack of appreciation and regard for team members in the workplace cultivates

environments that minimal collaboration, if any, and there is inevitable impact in terms of

employees’ dispositions, interpersonal relationships, performance levels, and production

levels (Ayoko & Paterson, 2013). Essentially, incivility in the workplace compels

burnout, disengaged employees, friction, dissatisfaction, and high turnover rates where

employees transfer to other departments or transfer out of the organization, are

terminated, or become stifled in terms of creativity and efficiencies (Rahim & Cosby,

2016). Employees and leaders who are unaware of cultural expectations have the

potential to poorly represent standards and values established by an organization, which

produces multiple behavioral nuances and creates challenges for organizational success

and corporate governance and representation (Olkkonen, 2017).

Problem Statement

The problem that this study addresses involves organizational culture statements

and knowledge relative to employees, leaders, and human resources. When considering

organizational alignment, research has shown a lacking linkage while analyzing

implemented strategies vs. intended strategies that focus on organizational culture

(Harrison & Bazzy, 2017). There is a requirement for human resources (HR)

practitioners as stakeholders to seek methods to develop flexible cultural environments

and include all levels of employees within the workplace. If middle managers are

incentivized to develop environments where there is accountability for culture as opposed

to wielding power and control, more constructive environments will develop. The two

principles in this study were generational and expectancy. The generation aspect

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discussed peer personality and values concerning organizational culture. Vroom’s

expectancy philosophy focused more on the need for organizations to associate reward

systems and organizational culture with the behaviors of employees (Eversole,

Venneberg, & Crowder 2012). This study was intended to demonstrate the perceptions

of employees and their knowledge of the organization’s culture statement concerning

expectations relative to daily activities, interactions, and roles. When breaches of

intended cultural representation occur through behaviors and opinions, there is an

opportunity to establish an environment that promotes social change through educational

workshops, frequent open discussions, and other strategic communication mediums.

Chapter 2 includes an expansive research review that aids in validating the

significance of culture and climate and its impact on organizational behaviors and the

manner in which employees commit to their roles. Additionally, there is a review of

organizational climate and how cultural aspects are managed, communicated, and

exhibited within the workplace. The significance of organizational culture is examined

as well as its impact on employees, their commitment, satisfaction levels, and their

success within an organization.

Purpose of the Study

This research is intended to demonstrate and collaborate with previous studies that

focus on organizational culture as well as gain visibility of employees’ awareness and

whether employees are knowledgeable and demonstrating behaviors that align with the

organizational culture statement which is intended to impact the success of the

organization. Positive social change can be driven through the embracing of

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organizational cultural diversity relative to opinions and ideas (Hartnell, Ou, & Kinicki,

2011). When teams represent the desire to collaborate and communicate, an environment

that exhibits an appreciation for cultural differences is promoted and coerces inclusion

from all facets of teams. Fundamentally, frequent exercises, communications, and

consistent onboarding endeavors will lend to the introduction and maintenance of the

stated and advertised culture of an organization, which compels potential employees to

become a part of an organization (Hernaus, Pološki, & Vokic, 2014; Caputo & Crandall,

2012).

Cultural and climate expectations are inevitably relied upon as the drivers of how

team members interact and treat each other, as well as being influential in terms of the

level of commitment that members of an organization demonstrate (Ofori, 2009). When

organizations post their cultural statements on their websites, they are available and can

be appealing to potential candidates and for communities as customers. If the culture

statement speaks to the fiber of the organization, an opportunity exists for all levels of

employees to recognize and identify with the cultural expectations (Gregory, Harris,

Armenakis, & Shook, 2009).

The study involved gaining feedback from employees that span multiple levels

within an organization concerning their knowledge of cultural and climate expectations.

Through survey questions it provided a glimpse of viable and comprehensive information

for human resources departments, leaders, managers, and other employees to consider

when experiencing cultural and climate-related challenges or successes in the workplace

in understanding both the intent of the cultural statement as well as the behavioral

6

expectations. Feedback from employees indicated that most of the participants are

experiencing the stated cultural values which are communicated as the character of the

organization. The results revealed day-to-day interactions emulate the organization’s

culture statement. The goal was to exhibit a platform of results based on the experiences

of the employees and their points of view concerning organizational cultural and climate

aspects (Ofori, 2009).

Leadership is responsible for understanding the importance of what motivates

employees and how those motivators are aligned with the organizational culture and

structure as they relate to meeting objectives. Research indicates that depending on an

organization’s structure, the employees will adapt to an environment that is cooperative

and collaborative or callously competitive and self-serving (Jai, Tong, & Lee, 2014).

There are meaningful consequences when organizations focus on the development

and prospective opportunities to build a cultural platform upon, creating an evolutional

and fluid approach while considering the ever-changing needs of employees, cultural

qualities, and the populations or customers that are served (Pokorny, 2013). Pokorny

conducted a study to assist employees in understanding their own principles, dispositions,

personal objectives, and their reward preferences. This study surveyed more than 1,000

U.S. employees spanning multiple industries, which included technology, retail,

telecommunications, financial services, and pharmaceutical and health care. Remote

employees were also surveyed to explore probable differences in their requirements. The

four diverse employee value segments focused on were Altruists, Drivers, Stabilizers, and

Pioneers. Each of these employee types were recognized for their unique values, the

7

manner in which they operated, and the requirements for recognition and rewards

(Pokorny, 2013). Depending on the generation, there are intrinsic and extrinsic needs to

be considered and satisfied (Twenge, et al, 2010). When working with diverse groups of

employees, it is essential to discern what motivates each employee individually. This

may lend to a more cohesive and competitive environment. Promoting and embracing

diversity add an additional level of intentional respect (Schullery, 2013)

Employees’ perceptions of an organization’s culture directly influence the

behaviors, the work environment, and shape the variable climates within an organization

(Shanker, 2015). Climate and culture are direct reflections of how employees

emotionally respond to their environments—positively or negatively (Shanker). When

leadership, human resources, and executives are disengaged in developing and nurturing

an environment that is positive and constructive, cultures and climates that represent

social alignment are lacking and become difficult to manage (Manroop, Singh, &

Ezzedeen, 2014).

Research Questions

RQ1: How do employees’ behaviors emulate the cultural statement and expectations

of the organization?

RQ2: What methods does the organization use to communicate the organizational

cultural expectations?

RQ3: What do organizational leaders do to demonstrate expected cultural behaviors

stated in the organizational culture statement?

8

Organizational Foundation

The values associated with flexibility and autonomy produce more favorable

aspects of creativity as opposed to climates representing rigid and micromanaged

environments (Gagne & Bhave, 2011). One of the concepts presented in a study

conducted by Yahyagil (2015) indicated there are main dimensions of organizational

culture and expectations in the realm of creativity which can be defined as supportive and

encouraging, innovative and progressive, and bureaucratic and rigid. Each of these

aspects has the potential to compel a climate which flourishes on creativity and

collaboration or stunt the creativity of team members which yield consequences that are

unfavorable and restrictive impacting success and satisfaction within the organization.

It has been noted that there are gaps in understanding groups within the

workplace, specifically the construction of social identities, experiencing exclusion, and

the intersection of several identities (Shen & Dumani, 2013). While studying

demographic categories such as race, sexual orientation, gender, capabilities, and size, it

may prove beneficial. This provides an opporutjity to conduct a more holistic approach

by studying how multiple identities intersect and the impact of how the various identities

interact (Sawyer, Salter, & Thoroughgood, 2013).

Some psychologists have designated five primary aspects of personality which are

conscientiousness, willingness to experience, amicable, extraversion, and stability

(Block, 2010). Conscientiousness represents the primary personality which predicts work

execution, organizational citizenship behavior, and academic performance (Pan, Qin, &

Gao, 2014). According to Schein (2010), social endorsement is a key component to

9

shared learning and interactive engagement among team members and leaders. Social

identification within an organization focuses on the role of team and individual

identification and encourages a sense of unity and team identification. There is an

expectation of creativity and innovation to drive performance levels in an effort to meet

expectations (Hirst, van Dick, & van Knippenberg, 2009). Each of these aspects are

directly related to whether employees are considered to be a good fit for the organization

in adapting to cultural expectations and the overall mission (Gardner, Reithel, Cogliser,

Walumbwa, & Foley, 2012).

Cultural and climate expectations are directly related to the treatment of team

members, professional relationships, collaboration, and commitment within the

organization. A study conducted by Shanker (2015) acknowledged that employees’

perceptions of an organization’s culture have a direct impact on behaviors, the work

environment, and influence the varying climates within an organization. The purpose of

this study was to examine the insights and attitudes of employees within an organization

to reveal their knowledge of cultural and climate expectations. This may provide insight

to feasible action items for leaders, human resources business partners, and the learning

and development teams to analyze when facing gaps in climate-related and cultural

behavioral issues. The three dimensions of organizational culture are artifacts, espoused

values, and basic assumptions described in the Conceptual Framework. Though there

may be some difficulty understanding these dimensions, there is a requirement for leaders

to discern their effect (Schein, 2010).

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Conceptual Framework

In an effort to gain insight into the organizational cultural perception, this

research pursued insight into the manner in which organizational culture is defined and

if cultural expectations are understood and fulfilled based on the defined culture

statement. According to Schein (2010), culture is represented by an organization as

customs and rights. Through a prototype of shared fundamental principles, behaviors are

adapted through the integration of internal education of leaders and maintaining

consciousness of the overall climate (Schein).

According to Schein, some of the levels by which culture is assessed are through

artifacts, espoused values, and basic assumptions. Artifacts are associated with

perception through emotions, language, technology, creations, products, creation, and

shared experiences. Espoused values represent reflection of learnings, influence, shared

assumptions, and social validation. Basic assumptions include problem solving practices,

the manner in which culture defines the employees, cognitive stability, and consistent

treatment. Organizational culture provides a platform of fundamental importance for

customs and expected behaviors which lend to the essence of an organization’s

consciousness. Misunderstanding cultural expectations and consequential variations in

culture create both minor and major gaps in relationships and may thwart organizational

progress (Canco, 2016).

Nature of the Study

A qualitative phenomenological study was conducted to understand the

knowledge of organizational culture through the experiences of employees at varying

11

levels and the alignment of those lived experiences relative to the published culture

statement. This strategic approach pursued to gain insight into how culture is perceived,

which directly impacts organizational collaboration, commitment, observations,

communication, and attitudes. The population of interest was corporate employees

ranging from administrative entry level positions to executive leadership roles and

included human resources team members as well. Through the distribution of survey

questions via email, there was an opportunity to capture the knowledge and influence of

the published culture statement. Utilizing Schein’s cultural elements’ framework, a

qualitative assessment was conducted to collect perceptions of the organizational culture

and climates and to learn about the demonstrated social behaviors within the organization

(Armenakis, Brown, & Mehta, 2011). By gaining points of view concerning how culture

and climate are perceived, there is an opportunity to for an organization to better

understand their role in the gaps and successes associated with cultural values. This may

be valuable to share in partnership with human resources and leaders for developmental

opportunities or replication of practices.

Questioning the employees revealed a level of insight into the employees’

experiences and how those experiences are representative of or not in living up to the

cultural statement (Trochim, 2006). Some of the participants were more expressive and

aware of cultural expectations and offered their perceptions when providing feedback

from the survey questions. Chapter 3 further explains the approach and strategy to

survey participants, the concept of the phenomenon under study, research tradition, and

provides the basis for the chosen rationale approach.

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Definitions

Cultural Values: Values that represent a set of philosophies and assumptions

collectively believed as pursuable goals that justify behaviors. Represents norms,

behaviors, symbols and overall practices that are broadly shared and exhibit the

fundamental cultural principles (Sagiv & Schwartz, 2007).

Diversity: Involves several dimensions of identities in the workplace where

distinctive characteristics are respected and managed effectively (Hsiao & Ma, 2015).

Employee Attitudes: The manner or disposition of employees compelled by

cultural influences (Gregory et al., 2009).

Employee Commitment: The state and quality to which employees are attached

and dedicated to their organization developed through human resources and management

practices influenced by organizational culture (Meyer, Becker, & Vandenberghe, 2004).

Employee Awareness: Perceived organizational ethical values and understanding

of particular policies, programs, documentation, and expectations relative to roles within

the organization (Markley & Townsend, 2013).

Employee Engagement: The construct of human resources which establishes

employee relationships among team members, management, and the organizational

objectives (Kompaso & Sridevi, 2010).

Employee Retention: Talent management strategy which focuses on integrating

strategies which increase productivity in the organization through the implementation of

enhanced processes (Hausknecht, Rodda, & Howard, 2009).

13

Organizational Climate: Elements associated with attitudes and behaviors within

an organization serving as a sub-system to organizational culture. Climate is facilitated

by leadership, embedded by various work groups, and social relations relative to

cooperation, conflict, trust, and other factors (Albrecht, Breidahl, & Marty, 2018; Schein,

2010).

Organizational Culture: A set of shared rights and customs established by

leadership within an organization providing employees with expected norms, structure,

principles, rituals, and traditions to be communicated, learned, and exhibited to new

employees as acceptable behaviors and perceptions (Schein, 2010).

Organizational Mission: Elements associated with the overall purpose for all

employees within the organization and represents the organizational philosophy and the

significance of its existence (Babnik, Breznik, Dermol, & Širca, 2014)

Organizational Values: Established business strategies serving as the framework

and compass representing the characteristics of an organization and define the manner in

which organizational values should be related and demonstrated by the employees

(Sheehan & Isaac, 2014).

Organizational Vision: A statement which defines the future of the organization

and provides ideological insight into guiding principles for decisions and behaviors of

employees within an organization (Kopaneva & Sias, 2015).

Personal Values: A framework of personal beliefs that provide a guide for

behaviors and actions (Lichtenstein & Higgs, 2017).

14

Assumptions

Though many organizations publish their culture statement on their web sites for

the general public to review as well as potential new hires, it is believed that some

employees are not experiencing their organization’s culture statement and the overall

intended behaviors that are required to mirror those cultural values. Corporate employees

ranging from administrative support to executive leadership, including human resources

were expected to provide feedback expressing their awareness of the organizational

culture statement. These particular corporate employees represent the full breadth of

professionals which influence the climate in which they work.

Scope and Delimitations

In an effort to narrow the scope of this research, the population was delimited to

corporate employees who work to complete operational tasks for the organization. This

qualitative phenomenological approach revealed the work-life experiences and the actual

climate within the organization. Based on the survey questions, feedback included how

their day-to-day experiences are influenced through teams, collaboration, their

commitment, and their overall attitudes toward the organization. As delimitation, only

corporate employees were chosen as participants within a health care organization who

provide services or products to patients in the community. The rationale for choosing

this population is that these employees share roles that are generally strategically and

cross-functionally aligned in an effort to meet the mission of the organization. Access

was gained through meeting with one of the top-level human resources executives within

the organization who is responsible for supporting, training, and development of their

15

organizational culture as it relates to diversity and inclusion and the overall employee

experience. The organization has a stated culture statement that is posted on their

websites designating their core values, mission, and commitment to their standards while

serving the community. With their permission, through a signed consent form, the

specified employees were sent the informed consent form outlining the intent of the study

while explaining the procedures for answering the survey questions. The goal was to

select 15 participants who were comprised of five participants from the administrative

support, five participants from middle management, and five participants from directors

and above. This was the recommended number to provide an acceptable sample which

would yield awareness of organizational cultural experiences (Latham, 2014). The

preferred method of questioning was through sending a link to each participant’s

company email to conduct an online survey. In shaping the attitudes of employees,

transferability is conceivable considering the roles and expectations within the health care

industry are comparable (Rayton, Brammer, & Millington, 2015).

Limitations

Limitations are prevalent with this study. There is a significant population within

health care on the clinical side that has been eliminated from the research. When

considering the corporate side of health care, which houses the administrative disciplines,

collaboration and strategic planning are essential in an effort to successfully implement

patient care, products for patients, and services. This also limits the transferability to

other organizations that collaborate with clinical staff such as physicians, nurses, and

other medical support. Biases could be prevalent if questioning an organization where

16

complaints have been expressed either personally or publicly. Avoiding research within

such organizations aided in eliminating potential biases based on personal experiences

and discussions. Addressing limitations in the beginning provided a level of clarity

concerning the omitted population of clinical health care employees. Additionally, there

is an opportunity for future research to occur as an expansion or extension to this

particular research.

Significance

Depending on an organization’s structure, the employees will adapt to an

environment that is cooperative and collaborative or competitive and toxic. The

significance of this study exhibits the value of understanding what motivates employees

and how those motivators are aligned with the organizational culture and structure as they

relate to meeting objectives. In order to be aligned, there must be a clear line of

understanding that the demonstration of model behaviors is essential. If model behaviors

are not portrayed, consequently, dysfunctional and stressful environments with high

turnover may be prevalent. Employees spend an ample amount of time at work and the

cultural environment has the propensity to invigorate or hinder healthy social progression

within an organization as well as externally.

Climates where employees are challenged with healthy collaborative approaches

and sharing processes and information or where consideration for team members is

lacking characterize self-serving environments, thus creating climates that hinder not

only employee growth and development, but the organization is negatively impacted as

well (Kontoghiorghes, 2016; Waring, 2012). Kusy and Holloway (2010) refer to the

17

results of such behaviors as “double bottom line,” and the combination produces the

harboring of incivility and negative financial outcomes because employees lose focus and

are distracted by the surrounded behaviors as opposed to the tasks and outlined

objectives.

Summary

The pursuit to understand how well employees are living the organizational

cultural expectations is valuable for companies who promote their cultural strategy and

lure potential employees. When organizational leaders and human resources are not

managing the expected culture, the entrenched culture will manage the leaders,

representing infiltration of external behaviors that are not aligned with the stated cultural

principles (Schein, 2010). Chapter 2 demonstrates previous research studies that provide

insight into the influence of organizational culture. It reviews the assessments and some

of the outcomes of peer-reviewed studies concerning employees and their knowledge of

the organization’s culture statement and expectations. Chapter 2 also focuses on the

significance of culture and expands discussing the multiple aspects of culture and cultural

impact on employees. Chapter 3 delineates the research methodology and the rationale

for the design. Additionally, the role of the researcher is included along with the

participants, their protection and the data collection methods.

18

Chapter 2: Literature Review

The problem that this study addresses is around the stated organizational culture

statement and the lacking knowledge and cultural experience relative to employees,

leaders, and human resources. If an organization has a culture statement which indicates

inevitable progression, there is an opportunity to further review if there is an association

when reviewing alignment of strategies versus gaps in strategic endeavors and missed

opportunities (Harrison & Bazzy, 2017). Organizational leadership is responsible for

cultivating the culture as the leaders are the ones who develop and guide strategies which

are also representative of the vision, mission, and purpose of the organization. Cultural

and climate practices have the propensity to drive the level of competitiveness and

sustainability to similar organizations and influence consequential successes based on

performance levels collectively and individually (Fortado & Fadil, 2012).

This chapter analyzes organizational climates and how cultural aspects are

managed, communicated, and exhibited within the workplace, relative to artifacts,

espoused values, and basic assumptions. It examines previous literature that concentrates

on the significance of organizational culture and its influence on employees, their

commitment, satisfaction levels, and their success within an organization. Additionally,

demonstration of previous research studies are examined which provide insight into the

influence of organizational culture. Assessments are reviewed and some of the outcomes

of peer-reviewed studies concerning employees and their knowledge of the organization’s

culture statement along with expectations. Essentially, the strategy around this research

intends to demonstrate and collaborate with previous studies that focus on organizational

19

culture and to expand visibility of employees’ awareness and whether employees are

knowledgeable about the organizational culture statement that is intended to impact

organizational behaviors and experiences. An analysis and consideration for the

relationship between organizational culture and climate and the knowledge of employees

as it relates to organizational culture and climate was used to discern the connection

between culture, climate, employee knowledge, commitment, and satisfaction and

engagement (Sopow, 2007).

Literature Search Strategy

Sources were retrieved from EBSCOHost, PsycINFO, Business Source Emerald,

Google Scholar, and SAGE Journals through Walden University and other resources.

The Walden University all-inclusive database was utilized with visibility to full-text

dissertations completed by Walden students including ProQuest Theses and Dissertations

database for subject-related material seeking the following terms: cultural expectations,

culture, culture statement, diversity, employee attitudes, employee awareness, employee

commitment, employee engagement, employee perceptions, engagement, leadership

vision, organizational climate, organizational goals/objectives, organizational mission,

organizational principles, personal values, retention, and values. The research was

limited to peer review articles and studies that were conducted between 2007 and 2018

from the beginning of this dissertation journey, which began in 2007. Other relevant

resources represented concerning organizational culture and climate earlier than the 2007

are (Abdul Rashid, Sambasivan, & Johari, 2003; Bal & Quinn, 2001; Judge, Thoresen,

Bono, & Patton, 2001; Balthazard, Cooke, R. & Potter, 2006; Braddy, Meade, &

20

Kroustalis, 2006; Braun, Wesche, Frey, Weisweiler, & Peus, 2012; Calman, 2006;

Campbell, Foster, & Finkel, 2002; Forbes, & Seena, 2006; Jaskyte, 2004; Patterson,

West, Shackleton, Lawthom, Maitlis, & Wallace, 2005; Schraeder, Tears, & Jordan,

2005; Smith & Sharma, 2002; Testa, 1999; Tarnow, 2001;Trochim, 2006; van Muijen,

Koopman, De Witte, K., De Cock, Susanj, Lemoine, & Turnipseed, 1999).

Organizational Foundation

Culture

Over the past 30 years, organizational mission and cultural statements have

represented the purpose of the organization, the manner in which the purpose is expected

to be accomplished, and the expected results of the organizational mission and vision

(Babnik et al., 2014). Nelson and Gardent (2011) indicated that culture is fundamentally

established by an organization’s proposed ethics and values, practices, and leadership.

The organizational culture describes the mission of the organization and provides insight

to strategies associated with the administration of achievable efforts which are in

alignment with the core principles of the organization (Babnik et al., 2014).

Schein (2010) provides a more formal definition of culture which is described as a

prototype of common fundamental ideas and assumptions learned over a period of time.

These philosophies are instrumental as problem-solving factors are instigated by both

external changes and internal incorporation. As needs evolve for employees or

customers, there is a requirement for development of new ideas and implementation of

solutions. These basic assumptions are proven to have worked previously and are

measured as acceptable and teachable perceptions for introduction to new employees.

21

The success of an organization is directly influenced by the organizational culture

to commitment (Abdul Rashid, Sambasivan, & Johari, 2003). The commitment of

employees was defined as the psychological condition that represents the epitome of the

relationships of the employees within the organization. The level of commitment from

each employee influences whether the employee will have longevity within the

organization or if their membership to the organization will separate for other

opportunities either through internal transfers or outside of the organization.


Schein (2010) presented an outline defining the components and characteristics of

organizational culture. The founders of an organization or the leaders who developed the

vision and mission of the organization are responsible for providing insight to subsequent

leaders based on the original values and beliefs. Cultural expectations expand to

additional leaders and employees bringing in new ideas, principles, and assumptions.

Schein (2010) outlined that the influence of the founders and the intended representation

of the organization are critical aspects for sustainability and optimal growth and

development.

The development of the visible management from leaders is foundational for

establishing historical practices as examples. Group norms are driven by stated

principles and values and documented philosophies. When new employees enter the

organization, if the cultural expectations are not outlined, explained, and introduced,

there is a greater chance of infiltration of unacceptable behaviors due to lack of

22

knowledge, lack of training, and lack of ongoing communications directly related to the

organizational culture.

Table 1

Defining Factors of Organizational Culture

What is Culture?

Components

Combined Efforts

Phenomenally, culture

surrounds all of us and culture

classifies leadership behaviors

Culture classifies leadership

and to understand the

organization, culture must be

understood

Observed behavior

Group norms

Stated values

Rules of engagement

Climate

Recognized philosophy

Language, customs,

traditions

Values and

principles

Published, publicly

displayed

Rules for all

Climate and team

interaction

Organizational

mission

Schein (2010) further presents the framework of expected communication

methods as in the language, the manner in which communication is established and

organizational traditions. Ideally, the cultural expectations are displayed and

exemplified not only in behaviors of leaders and employees, but these expectations are

assessable and comprehensively received through ongoing communication mediums

fluidly and constantly and are part of daily discussions and behaviors. The interaction of

team members from team to team creates the climate in which employees and leaders

operate (Schein, 2010).

Culture Formally Outlined

Schein (2010) indicated that organizational culture is first defined by a culture

statement and is represented through employee customs, rights, and practices. Through a

23

prototype of shared fundamental principles, behaviors are adapted through the integration

of internal education of leaders and maintaining consciousness of the overall climate

(Schein, 2010). Some of the elements of culture explored are through artifacts, which are

obvious and include the work environment, attire of employees, communication styles in

language, technology, and shared experiences. Espoused values are a reflection of the

organizations principles and norms and include learnings, influence, shared expectations,

and social endorsement. Basic assumptions are considered the basis of organizational

culture and represents practices, the manner in which culture defines the employees,

cognitive stability, and consistent treatment (Schein, 2010).

Organizational culture provides a platform of fundamental importance for customs and

expected behaviors. Misunderstanding cultural expectations and consequential variations

create both minor and major gaps in relationships and may thwart organizational

progress. Being unaware of cultural expectations also impedes the intent of

organizational culture (Canco, 2016). Supporting data from Schein (2010) provides a

synopsis of the levels of culture within an organization and the artifacts.

24

Table 2

Levels of Culture

Artifacts

Espoused Values

Basic Assumptions

Surface: What is seen, felt,

heard

Visible: Language,

technology, products, attire,

rumors, experiences,

creativity

Ease of observation

Difficulty interpreting

Ambiguous symbolism

Classification issues

Group learning impacts

original principles

Those who last are

influencers of group: the

leaders

Primarily shared values

which results in shared

expectations

Social endorsement occurs

with shared learning

Initiated by original leaders,

shared, and adapted

Assumptions become reality

Culture delineates what we

pay attention to, their

meaning, how we respond

emotionally, actions to take

Humans require stability for

intellectual protective tools

If people receive consistent

treatment, they perform and

behave based on their

treatment, creating a stable

and predictable

environment

New members bring new

assumptions and behaviors

Artifacts

Hogan and Coote (2014) reviewed Schein’s model concerning organizational

culture, performance, and innovation. They noted that artifacts are considered the most

visible aspect of organizational culture derived from norms and values. Artifacts are

apparent and distinct in organizational symbols, the manner in which the workspace is

arranged, common practices, technology, and language. When considering symbols

within an organization, there may be expectations for senior leaders, managers, or other

25

leaders to be set apart by offices, executive break rooms, lunchrooms, and other exclusive

amenities. This leads to the manner in which office space or workspace is set up for

other employees or subordinates. Cubed areas with walls or open space environment are

artifacts that establish the cultural environment and interaction from one team member to

the next (Hogan & Coote, 2014).

Organizations may anticipate a level of creativity in an organization when the

environment is open and flexible, aiding the promotion of empowerment and a

reasonable level of autonomy built on trust and past experiences, thus driving innovative,

receptive, and accommodating behaviors (Hogan & Coote, 2014). A descriptive

literature review was conducted by (Martins and Terblanche (2003) intended to

understand the impact of culture relative to innovation and creativity among employees.

In conformity with other similar items or incidents, the innovation within an organization

resides in the shared vision and mission of the company which link directly back to

sustainability and opportunities for advancement.

Espoused Values

Moving into aspects of espoused values, Schein (2010) presents multiple aspects

which represent principles or variables that have a direct impact on the organizational

culture, how it is adopted or viewed, or whether there is sufficient knowledge associated

with expectations. For instance, group learning has an impact on the original

philosophical points of views and the manner in which that information is shared among

peers, leaders, customers, and others. Schein also indicated that the survivors outlasting

others are generally associated with the influencers of the group and represent the leaders

26

who are expected to impart the shared values of the organization and its associated

expectations.

There are gaps in research when considering groups, which expands the platform

for scholarly practitioners to build upon within organizational culture. Some employees

represent those who require more motivation than others. Employees represent chronic

self-esteem, situational self-esteem, and socially influenced self-esteem (Pan, Qin & Gao,

2014). Positive self-esteem can be representative of more constructive outlooks

considering aspirations of idealistic beliefs. In the actual versus possible self-views,

personal knowledge about self may include the aspirations of others based on

expectations, aiming for the premises of regulatory focus (Campbell, Foster, & Finkel,

2002).

Self-awareness can be developed when associated with certain types of leaders

within an organization, such as transformational leaders who are visionaries, compelling

personal growth of peers and subordinates (Ruggieri & Abbate, 2013). Motivation of

employees may entail the engagement in various team building activities which point in

the direction of their aspirations and objectives. Additionally, self-awareness is

considered a soft skill and ranks as a solid pillar when considering effective management

competencies and leadership success. Those lacking self-awareness can potentially have

obscured visibility into how they are viewed by others, which can lead to leadership

derailment (Showry & Manasa, 2014).

Basic Assumptions and Values

Schein (2010) presented data indicating that the essence of organizational

27

culture is characterized by fundamental hypotheses and values which are prevalent

unconsciously. Though the state of basic assumptions may be instinctively present,

there is a requirement for management to discern that these basic assumptions drive

behaviors and represent the reasons the culture and climate are in their current state.

Management has a responsibility to understand the personalities of the employees on

their team. This represents goals for managers and supervisors, though many are

unaware of the various personality types. Both mid-level and frontline managers

have prevalent roles in shaping the dispositions of employees and have a direct

impact on daily productivity, which ultimately shapes the organization as a whole

(Gobble, 2012).

Literature Review Related to Key Concepts

The literature review for this study is centered around the following factors of

importance concerning organizational culture and climate: implication of organizational

culture statement, implication of organizational culture and climate, intent of

organizational mission statement, importance of organizational vision, consequences of

organizational values and principles, communication method of organizational cultural

statement, expected knowledge of organizational cultural expectations, and employee

satisfaction and organizational success.

Taormina (2008) indicated that leaders are granted considerable authority to

provide direction as to how organizations are run and as a result this authority offers a

level of influence in how culture in the organization is represented. Socialization and

leadership styles within the organization play a large role in the displayed behaviors

28

which mirror the culture of the organization. Transformational leadership yielded

greater correlation in employee satisfaction than transactional leadership styles.

Culturally, transactional leadership is represented as task-driven and transformational

leaders were designated as relationship-driven.

Smith and Sharma (2002) and van Winkelen (2010) indicated that lack of cultural

diversity hinders creativity and stifles personal and professional satisfaction and growth.

Essentially, when the organizational culture is unknown and ineffectively disclosed

among employees, the interaction of personal values and expected advancement of

organizational principles is impractical, which has the potential to stifle continuous

innovation (Hattrup, Mueller, & Joens, 2007; Jia, Tong, &, Lee, 2014; Soosay & Hyland,

2015).

According to Wilson (2012), leadership within organizations is often challenged

with managing and retaining employees while engaging in multiple levels of

collaboration relative to capturing the minds and attitudes of employees. This may be

directly related to the organizational culture, climate, expectations, and awareness of

counter-productive behaviors. Attitudes are directly influenced when behaviors are not

aligned with the organizational culture and the limited resources to drive effective

collaboration which has the propensity to obstruct meeting organizational goals (Canals,

2014). When behaviors are not aligned to the organizational cultural expectations, there is

greater risk of employee terminations, separation, and departmental transfers in search of

more favorable cultural environments. Additionally, when leaders are not aligned with

the organizational culture, there is a greater risk of losing valuable employees who move

29

their skill sets to competing companies or other organizations (Kontoghiorghes, 2016).

Cultural Impact on Employees

Schraeder, Tears, and Jordan (2005) suggested there is a requisite for all

employees to be cognizant, acknowledge, and incorporate the values of the organization

into daily operations and representation. When employees incorporate the fundamental

principles into daily processes, operations, and interactions, expected cultural

representation occurs. Organizational culture is a significant factor which compels

organizational effectiveness. The culture and climate represented within an organization

consequentially influences employees’ behaviors, performance, and the manner in which

they interact with one another (Nelson & Gardent, 2011).

An analysis conducted by Schullery (2013) provided information that focused on

beliefs of various generations and the potential impact that their contributions have in the

workplace. This research suggests that diverse values and tolerance levels drive

expectations which may compel job hopping relative to organizational culture.

Previously, van Winkelen (2010) presented the requirement to learn and adapt through

participation within the organizational networks which aid in expanding partnerships and

alliances where collaboration is required cross-functionally. This research provides

awareness into problematic social concerns within an organization and the platform for

solving problems from a cultural perspective. Additionally, van Winkelen (2010)

presented the idea of developing an innovative cross-functional and cross-organizational

educational forums focusing on social transformation. Through interactive forums, the

employees provide feedback based on the learning experience across the system on

30

multiple levels. This study goes as far as to review the contextual external drivers (i.e.,

customer-base or targeted audience served). The macro cultural influences are through

individual, group, organizational, and inter-organizational learning programs (van

Winkelen, 2010).

Salem Khalifa (2012) indicated that the organizational cultural expectations

encapsulate the aspects of the vision, mission, values, and practices, all of which must be

interrelated as guiding ideologies that epitomize the character of an organization and how

the organization is perceived both internally and externally. Each of these organizational

characteristics lends to purpose of direct influence of the other with the capacity to

directionally steer the organization and its obligation to internal and external stakeholders

(i.e., employees, customers, business partners, and others).

Kontoghiorghes (2016) presented a study linking organizational commitment,

satisfaction, and employee motivation as mediators to organizational culture and the

management of talent. This study analyzed the attitudes of employees based on the

impact of organizational culture. Higher levels of retention were expected in the event

the organizational cultural performance was favorable. Additionally, depending on the

performance of the organizational culture, the performance of the employees exceeded

expectations and positively represented a favorable place of employment. There is a

requisite for organizations to focus on developing an environment that supports

formalized knowledge management systems as it relates to culture and effectiveness.

Eversole, Venneberg, and Crowder (2012) conducted research reviewing effective

talent management which included essential tools such as understanding employees’

31

requirements and keeping up with the changes in organizational culture. This study

acknowledged the importance of leaders recognizing the needs of their employees, thus

creating climates that are conducive to feeling valued, motivated, and willing to meet the

organizational goals. Sand, Cangemi, and Ingram (2011) conducted a study to

understand what is most important to employees in an effort to generate positive and

productive work environments. The term of emotional intelligence was posed for

consideration in what is required for an effective leader. An effective leader recognizes

the need to maintain emotions while effectively demonstrating emotional intelligence.

Research conducted by King (2007) and Kontoghiorghes (2016) suggests that

when leaders and employees are cognizant and comprehend an organization’s culture,

“organizational life” will be represented reaping benefits of innovation, collaboration,

sharing of knowledge, and the application of learning occurs creating a healthy level of

sustainability and regard for others within the organization. Further, Shanker (2015)

indicated that organizational climate depicts the image of how employees react to their

environments on an emotional level. Climates where employees do not value and

appreciate co-workers or where respect for one another is not exhibited represent self-

serving environments which become desensitized, thus creating climates that fragment

the development of progress and hinders team efforts, which has a direct impact on the

performance and reputation of an organization (Kontoghiorghes, 2016; Waring, 2012).

Kusy and Holloway (2010) presented information which suggests that ignoring

behaviors that jeopardize the integrity of the organizational culture lead to 68 percent of

workers whose performance is less productive and 78 percent indicated they were less

32

committed to the organization. For the sake of accountability, some cooperative

engagements and relationships may be contractually established, depending on the goals

and organizational requirements. However, this has the propensity to create a detachment

from the expected cultural guidelines or principles.

When behaviors within an organization exhibit lack of respect, an environment of

limited cooperation is prevalent which impacts attitudes, socialization, and impede the

meeting of organizational objectives (Ayoko & Paterson, 2013). Incivility creates

climates where burnout manifests, employees become desensitized, and high turnover

rates exist – where employees transfer to other departments or transfer out of the

organization (Rahim & Cosby, 2016).

Leadership Impact on Organizational Culture

Huey Yiling and Zaman Bin Ahmad (2009) conducted a study which

demonstrated the significance of culture being supported by the leaders within the

organization. When leaders support the organizational culture, there is a direct influence

on both satisfaction levels and commitment. The development of commitment driven by

organizational culture has reasonable inference when the culture is shared, understood,

and instilled in new employees and fully supported by leaders. When commitment is

gained from employees, there is a greater chance that the employees will remain with the

organization whether the circumstances are favorable or unfavorable. Essentially, when

cultural aspects characterize positive and encouraging climates, employees are willing to

stay committed to meet the organizational mission and objectives even if the work

becomes challenging and time consuming (Abdul Rashid, et al., 2003).

33

When leadership and senior management are not instrumental in fostering and

promoting a constructive and caring culture, organizational climates are not aligned and

collaboration of knowledge and social cooperation are deficient. Additionally, if

leadership is not demonstrating behaviors that represent the organizational culture, the

employees become disengaged and commence to completing tasks without going above

and beyond for the organization (Manroop, Singh, & Ezzedeen, 2014).

A study offered by van Winkelen (2010) provided insight into challenging social

concerns within an organization and the platform for addressing these cultural issues.

Additionally, van Winkelen presented the concept of creating an innovative cross-

departmental and cross-organizational learning considering social change. Led by

supportive leadership, learning and adapting through participation within the

organizational networks aid in expanding sustainable partnerships and alliances where

collaboration is required cross-functionally. Collaboration is viewed as more of an

opportunity for employees to develop supportive and accommodating dispositions and

lend to the practicing of organizational cultural expectations.

Jia, Tong, and Lee (2014) presented the importance of gratitude within an

organization and denoted that gratitude has an impact on the manner in which individuals

self-regulate as well as plays into the overall social relationships.

Examples of poor cultural environments influenced by deficient cultural practices

are characterized in organizations such as AIG, Countrywide Financial, and Lehman

Brothers, (Guerci, et al., 2015; Stevens & Buechler, 2013).

Analysis of organizational culture and crises circumstances was conducted on Lehman

34

Brothers by Appelbaum, et al., (2012). This study was conducted to gain insight into the

various crises stages that were experienced and the requirement for change management

within the organizational cultural platform. This financial organization could have

benefited from preliminary crisis exposure as their compass to direct and prevent

mismanagement of their financial practices. As a result of cultural practices, Lehman

Brothers was forced to liquidate all of their assets in 2010 and file bankruptcy.

Organizational Culture and Vision

An element that is considered a major component or characteristic of

organizational culture is vision. According to Kantabutra and Avery (2010) the vision of

an organization states the mission and purpose. Vision statements ideally present a

platform in how organizations can be transformational for successful business practices

and strategies. Through vision statements, strategic aspirations are established and are

represented to fulfill positive and progressive results while considering an organization’s

anticipated destination (Gulati, Mikhail, Morgan, & Sittig, 2016; Zuckerman, 2000).

According to Millar, Hind, and Magala (2012), the most successful leaders have the

skillset and vision to transform organizational aspects along with influencing attitudes

and points of view of employees, customers, and the manner in which they are viewed by

society and policymakers.

Haque et al., (2016) indicated it is essential for leadership within organizations to

understand the impact and merit of visionary leadership as a fundamental element for

thriving in an ever-changing and competitive environment or industry. Organizational

vision in some instances has the potential to become blurred when visionary leaders

35

develop their own vision for the organization based on their dimension of responsibility.

Kantabutra and Avery (2010) suggested that multiple visionary leaders develop multiple

visions for the organization that may or may not be rational and objective, depending on

the leadership style and the free reign of autonomy given to each leader, respectively.

Testa (1999) presented the point of view which infers that vision statements may

lack their intended influence on employees within the organization and do not exemplify

the intended value. Potentially, each leader persuades their team members and

subordinates to perform based on their vision by employing a breadth of techniques

which range from granted authority, posturing, intellectual motivation, punitive

persuasion organizational restructuring, goal setting, and persuasion by rewards, team

construction or team annihilation (Kantabutra & Avery, 2010).

Research conducted by James and Lahti (2011) determined that the influence of

organizational culture is fundamentally established by the organizational vision.

Subsequently, the vision of an organization has the potential to inspire and combine self-

concepts and associated values into identifiable and progressive outcomes. This

potential and realistic outcome presents opportunity for additional studies to understand

to what degree individual inspiration is aligned with organizational vision.

M. Taylor, J. Cornelius, and Colvin (2014) indicated that influential and effective

visions are considered powerful when they include a level of organizational

consciousness, provide a level of transparency, offer a competitive level of challenge and

inspiration, and present a level of stability both for the employees and the customers who

are served. For organizational vision to serve as influential and effective there is a

36

requirement for the vision to be communicated to the leaders and passed down to the

team members. Both Testa (1999) and James and Lahti (2011) intimated that through

transformational leadership, the development of subordinate accomplishment reflects

organizational interests as opposed to self-interests. Transformational and charismatic

visionary leaders advance more positive and progressive attitudes and commitment from

employees. This approach fosters a cultural environment where organizational objectives

are being met and encourage creative methods to develop new ideas and collaboratively

implement solutions (Tarnow, 2001).

According to Haque et al. (2016) the designated vision statement is developed to

ultimately capture the nature of the industry, the clients or customers served, and to

characterize a cutting edge position that elevates above that of the competitor’s position

or statement. Additionally, in many instances the vision statement will provide an

explanation of the expected cultural environment in which the employees will work.

When an organization has a clear picture of understanding what the culture should feel

like, pinpointing gaps that hinder that picture or focusing on areas where that picture is

clearly represented provide opportunity for leadership to develop, replicate, or modify

behaviors (Bal & Quinn, 2001).

Vestal and Massey (1994) indicated some time ago that in an effort for authentic

recognition and realization of the vision statement of an organization, there is a

requirement for the CEO to display the willingness and commitment to support and

require other leaders within the organization to promote a culture that empowers.

Additionally, there are advantages when leaders cooperatively serve as practitioners who

37

know when to lead, support, listen, and when to allocate or reallocate team resources.

Effective communication of the vision statement to leaders, subordinates, peers, and all

within the organization is required in order for alignment and delivery to be effectively

implemented and evolutional. Without effective and frequent communication of the

vision, there will be no alignment and multiple perceptions will materialize blurring the

lines of the intended vision for the organization (Foster & Akdere, 2007).

Organizational Culture and Mission

Coleman (2013) believed the purpose and mission of the organization leads the

decision-making processes adhered to by the employees and has the potential to influence

and compel the customers being served. The mission statement has the potential to

represent one of the most influential and meaningful methods for developing a culture of

ongoing success within an organization and is set to distinguish one organization from

another according to Sheaffer, Landau, and Drori (2008).

A comprehensive review of the literature indicates that the mission and purpose of

an organization are ultimately statements that originated as an administrative tool from

Drucker’s handbook of management and have since proliferated into a means to enable a

level of coherence when driving the purpose of the organization. The mission also serves

a directional compass for control and guidance when employing decision-making (Braun,

Wesche, Frey, Weisweiler, & Peus, 2012).

Bart (2007) stated that if the purpose of an organization or the mission is

unknown, it is inevitable for employees and leaders to lose focus, waste resources, and

operate within an environment of ambiguity and confusion. Mission statements are

38

generally considered as the basis of an organization’s culture along with the replication of

shared principles and core values. Mission statements are viewed by some as motivators

and inspirational methods to improve employees’ focus and drive an appropriate level of

allocation of resources. Though some skeptics believe mission statements present an

environment of unreasonable expectations, the mission of an organization is essentially

the core of why the organization was established (Patel, Booker, Ramos, & Bart, 2015).

Ghose (2012) provided insight into The Cleveland Clinic’s mission statement: To

provide better care of the sick, investigation into their problems, and further education of

those who serve. This health care facility operates as a private non-for profit

organization. Considering the composition of their mission statement, they ultimately

established a goal which intends to create healthier communities, determine why

neighboring populations are not improving in health, and continuously provide an

educational forum that is accessible and utilized by those who are employed there and are

serving the patients. Through transformational leadership, their personnel teams are

encouraged to improve self which allows them to grow in knowledge and ultimately

deed. According to the observations of Buelens and Van den Broeck (2007) and Jaskyte

(2004), the leaders of The Cleveland Clinic are compelled to create a work environment

that is both creative and innovative in an effort to shape and impact the employees who in

turn aid in shaping more positive and healthier communities.

Sheaffer, Landau, and Drori (2008) indicated the rationale behind mission

statements is intended to compel the transfer of the vision of an organization into

sustainable strategies which represent the organizational culture. As a result, the mission

39

statement helps in determining the direction that the organization aspires to achieve by

focusing on the current state and future state of an organization. It also outlays a guiding

principle for the decision-making process and is instrumental in developing a level of

alignment with the multiple stakeholders, business partners, and the customers.

Salem Khalifa (2012) described that some of the characteristics of a mission

statement include mentioning the targeted customers, indicating the contribution that is

being offered to the targeted customers, and listing the values that are deemed important.

Additionally, characteristics include the significance and relationships of the employees,

strategic status in the community, and state the overall image that the organization

endeavors to represent for sustainability. Forbes and Seena (2006) conducted a study that

outlined mission statements as a tool for developing operational excellence and if

effectively communicated to the employees, the mission statement can serve as a

motivator for the employees. The intent is to communicate the mission statement for

aligning strategies regardless of how large or small the organization is. Forbes and Seena

(2006) went on to add that there is a gap in research that points to senior leaders not

receiving adequate or valuable feedback that assessed the knowledge of the mission

statement and its influence and clarity.

I. Williams (2014) presented research focusing on the significance of top

management and the support of the overall organizational mission statement. This study

designates that leadership at the top level and their dedication to the mission of the

organization directly controls the relationship between the mission statement and the

knowledge of the other stakeholders within the organization. This study focused on the

40

effectiveness of the mission statement as opposed to whether the employees were aware

of the mission statement, which is part of the organizational culture. However, results

indicated that not one individual outside of senior leadership felt they were part of the

development of the mission statement, which is developed for a common purpose within

the organization.

Organizational Culture and Values

The principal nucleus of an organization is its values, which are required to be

articulated and communicated to the employees in a manner in which expectations are

unquestionable and there is a sense of authenticity associated with the values. As the

values provide purpose, in establishing organizational culture, without practice, those

values are valueless. The employees understanding what to practice and also

understanding the rich history of the organization helps in imparting the organization’s

narrative to the customers or clients being served (Coleman, 2013).

Pokorny (2013) conducted a study to assist employees in understanding their own

principles, dispositions, personal objectives, and their reward preferences. A significant

objective for this study was for development and prospective opportunities to build upon,

creating an evolutional and fluid approach while considering the ever-changing needs of

employees, cultural aspects, and environments. This study surveyed more than 1,000

U.S. employees spanning multiple industries, which included technology, retail,

telecommunications, financial services, and pharmaceutical and health care. Remote

employees were also surveyed to understand probable differences in their requirements.

The four diverse employee value segments focused on were Altruists, Drivers,

41

Stabilizers, and Pioneers. Each of these employee types were recognized for their unique

values, the manner in which they operate, and the requirements for recognition and

rewards.

The study conducted by Shanker (2015) acknowledged that employees’

perceptions influence the variable climates within an organization. This study indicated

organizational climate has the propensity to shift based on the how employees

emotionally react within their environments. For instance, when employees are in an

environment where positive leadership and positive reinforcement of expectations are

prevalent, the employees are prone to extend their efforts willingly and provide additional

assistance to ensure goals are met.

When leadership and human resources are inefficient in managing the intended

organizational culture and encouraging a positive considerate culture, organizational

climates suffer the consequences and the employees’ morale and motivation are minimal

(Manroop, Singh, & Ezzedeen, 2014). As a result, employees may or may not meet

goals. If goals are met, they are not compelled to exceed those goals, which may have a

direct and negative impact on performance assessments, future goals, and satisfaction

levels. Yahyagil (2012) indicated that since there is variability in values across any

organizational spectrum, from one employee to the next, there is a necessity to utilize

cognitive hierarchy methodology in an effort to maintain a comprehensive culture within

an organization.

42

Organizational Culture and Communication

According to Budd and Velasquez (2014), it is essential to have the ability to

effectively communicate to motivate, which allows leaders to transcend cultural

boundaries and meet expectations. Effective communication can be delivered in

multiple forms and is dependent on the culture of the organization that will determine its

effectiveness. Even though some managers or leaders are not effective in

communication styles, the method in which messages are communicated, the clarity, and

the frequency all provide a level of meaningful substance when attempting to gain trust

and commitment from employees. This study also indicated that longevity in employee

commitment yields favorable and productive results. Killingsworth (2012) denoted that

there is a necessity for organizations to frequently share multiple interactions and

messaging to individuals and groups in an effort to build favorable and sustainable

cultural climates. When cultural expectations are coherent and represent identifiable

stories, and are repetitively communicated through more than one medium, such as email,

verbally, behaviorally, or signage, resonation occurs with each relative experience and

has the tendency to carry a more defined emotional responsibility.

Johansson, Miller, and Hamrin (2014) discussed the importance and impact of

communicative leadership and the requirement for communication styles to represent

collaborative and integrated strategies. Additionally, there is a prerequisite for leaders to

bring excellent communication skills to an organization, which includes listening.

Effective communication skills are deemed to be one of the most important traits for

leaders to possess as 79 to 90 percent of the day is spent communicating both internally

43

and externally. Communication styles and methods are foundational when establishing

and sustaining organizational culture. Effective communicative cultures require strategic

principles in order to operate within an environment that offers a level of interpretation

and engagement. One of the first strategies is for leaders to have the capability to coach

employees and present a culture that allows self-management, which presents the

opportunity to engage in problem-solving and decision-making (Johansson, Miller, &

Hamrin, 2014).

Berry and Cable (2010) suggested the importance of strategically, engaging

human resources as fundamental for establishing hiring, training, development, and

competency parameters that focus on required qualifications, credentials, and aspirations

of each respective employee for a complete assessment of available resources. Ongoing

and open communication through comprehensive updates via email and bulletin boards

indicating phases and expectations is also a requirement. Establishing a mediator to work

directly with the employees with the message employee retention, development, and

appreciation is crucial and may drive cooperation.

Killingsworth (2012) conducted a study which suggested that communicating

organizational expectations are better received when it is simplified, easily identifiable,

and when employees can actually see the expected behavior from leaders and peers.

Aligning organizational values with personal values provides an aspect of a

conceptualized value-based approach. Essentially, the value-based approach provides

direction across the organizational spectrum in achieving cultural goals. When leaders

understand the implications of demonstrating behaviors that mirror organizational ethics,

44

there is greater visibility and adaptation for the employees to operate with compliance

(Killingsworth, 2012). Johansson et al. (2014) provided insight to the significance of

how leaders within organizations communicate cultural strategies. While some do not

believe leadership styles and traits are meaningful and though they are sometimes

overlooked, the interaction of leaders has the potential to be very influential. The two

designated approaches for influential communication tactics are transmission of

information and the connotation of the developed communication. When

communication is transmitted, there is a requirement for interpretation to occur in order

for the message to be implemented and viable. Johansson et al. (2014) indicated that

communication from leadership is distinguished as a circular and energetic interaction in

which both the employees and leaders collaboratively participate. The dynamics of

circular communication allows cultural environments to conduct questions and gain

answers. Behaviors represented by leader-team and leader-employee concerning

communication methods provide variability in structure and represent different levels of

significance and meaning. When managers are communicating to the employees, the

intent is for the mission to be a part of the discussion in goal-setting and expectations

(Johansson et al. 2014). When promoting an environment that represents a healthy

climate for circular communication, Johansson et al. (2014) suggests that leaders being

approachable, good listeners, and giving positive feedback are key in relational dynamics.

Additionally, results will yield positive outcomes if a level of trustworthiness is built

between the leaders and the employees. Table 3 further outlines the communicative

profile concerning interactions for managers, employees, and teams.

45

Table 3

Outline of Essential Communicative Behaviors

Leader – employee level

Team level

Initiating

construction

Facilitating jobs

Relationship

dynamics

Results

Set objectives and expectations

Strategy to allocate

responsibilities

Training, coaching, mentoring

and feedback based on

performance

Candor, supportive, effective

conflict resolution, managing

up

Role clearly defined,

commitment, engagement

Performance

Define organizational mission

Set objectives, plan, allocate

work

Selection process,

understanding

Training, coaching, mentoring

Feedback on performance

Problem-solving,

encouragement, autonomy

Candor, supportive, effective

conflict resolution, ongoing

analysis and monitoring,

networking, manager

limitations, provide cross-

functional and viable resources

Cohesive, confidence, team

practices

Performance

In compiling previous studies concerning communicative leadership and culture,

Johansson, et al. (2014) proposed that it would be beneficial for organizations to

represent behaviors that focus on communication consciousness and become acquainted

with multiple communication methods. The objective is to infuse a sustainable

communicative approach or attitude where there is a reasonable aptitude or capacity to

effectively communicate the organizational culture.

46

Human Resources

Human Resources Responsibility

Human resources leaders who recognize the importance of cultural differences

also recognize the significance of what each individual brings to the team to meet

objectives both from a departmental level to an organizational level. If lack of diversity

respect occurs, there is no embracing of cultural differences and ideas are dismissed or

not considered. This creates an environment of self-serving and egocentric results that

fragment the development of progress and hinder team efforts (Waring, 2012). Focusing

on cultural competence through continued education is fundamental for securing

respectful acceptance of all employees, ethnic backgrounds, religions, and so forth. This

emphasis aids in affirming values of individuals are preserved and embraced with

dignity. Additionally, though ethnic backgrounds may differ, core principles relative to

organizational culture require awareness for alignment (Odrakiewicz & Zator-Peljan,

2012).

It is essential for organizations to represent a level of diversity, especially when

services are being offered to diverse populations. The organization selected for this study

serves diverse cultures within the health care community. Cultural management has a

great deal of influence on being able to improve the manner in which employees perform

which directly impacts the performance of the organization as a whole. When cultural

principles are introduced, and included in the day-to-day interactive practices beginning

with the executive leadership levels, this widens the net of embracing the stated cultural

values for the employees regardless of position or ranking (Hays-Thomas, Bowen, &

47

Boudreaux, 2012). There is a requirement for cooperative and collaborative

contributions to develop sustainable and evolutional environments. Additionally, this

type of cooperative collaboration aids in meeting objectives from one department to the

next, thus creating a healthy organization that is equipped to withstand various external

and internal conditions (Herriman, Storey, Smith, & Collier, 2012).

Maheshwari and Vohra (2015) have a study that suggests HR approaches which

focus on disciplines such as leadership, culture, integration of cross-functional teams,

effective communicative technology, and training, have a greater chance of progressively

influencing the manner in which employees interact and perceive their environment.

Focusing on these disciplines aids in growing commitment levels and reduces the chance

of resistance to change. Therefore, evaluating how employees perceive the various phases

of initiating change through implementation and merging provides feedback to the

leaders within HR and their significance in staying involved to compel commitment and

effective transformation.

Summary and Conclusions

This chapter provides insight to the importance and value of organizational

culture, its foundational framework, and the essence of leadership and human resources

supporting the rudimentary assumptions from which an organization is established.

There is a requirement for human resources and leaders within organizations to represent

a favorable level of social proficiencies to reasonably compel, represent, and uphold

organizational cultural values (Taormina, 2008). In an effort for employees to

demonstrate behaviors that mirror the published statements associated with

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organizational culture, it is essential for the leaders to mirror those behaviors as well. In

order to emulate the organizational values, there is a requirement for said values to be

common knowledge and candidly expressed. Schein (2010) provided tools that help

understand subcultures which are developed from those considered operators through

employee interaction, effective and frequent communication mediums, teamwork, and

trust. Further, there are those classified as engineers who provide solutions both complex

and simple, along with technological solutions within an organization. The executives

and other leaders within an organization are often focused on financial status, knowledge

and awareness, and serve as the primary champions of organizational culture and stated

expectations.

Schein (2010) established that without a level of alignment among the

organizational engineers, the operators, and the executives, the environmental factors

associated with culture will appear to represent bureaucracy, autocratic leaders, conflict

among peers and cross-functional teams, and the leaders. The literature indicates that

organizational culture drives performance levels, shapes thoughts, creates commitment,

and compels engagement. Whether employees are aware of the cultural expectations is

questionable in many instances. If employees are not aware of cultural expectations, the

alignment that Schein (2010) demonstrates as essential will be lacking and the meeting of

objectives becomes difficult, challenging, and sometimes futile (Canals, 2014). Further,

the aforementioned commitment levels, engagement, and employee satisfaction are all

impacted by the organizational climate and culture. Though an organization’s overall

culture is established through the company pioneers and leaders, there is a requirement

49

for subsequent leaders, employees, and others to understand the significance of the

associated subcultures that make up the organizational culture (Schein, 2010). Through

gaining survey feedback and insight from the participants, an outlay of research results

provided a glimpse into how culture and climate are perceived and lived. The

methodology and design aided in exhibiting knowledge and awareness of organizational

culture. Additionally, the selection process for the participants was determined based on

specific roles within the corporate environment ranging from entry level to executive

leadership. Chapter 3 provides the manner in which the method and approach to assess

participants, the idea concerning the phenomenon, the background which explains the

common practice for this research, and presents the basis for the rationale and

methodology.

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Chapter 3: Research Method

This research was developed to demonstrate and collaborate with previous studies

that focus on organizational culture as well as to gain visibility of employees’ awareness

and whether employees are knowledgeable about the organizational culture statement that

is intended to impact organizational behaviors and experiences. Positive social change

can be driven through the embracing of cultural diversity in opinions and ideas. When

teams represent the desire to collaborate and communicate, it creates an environment that

demonstrates an appreciation for cultural differences and promotes inclusion from all

facets of teams. Fundamentally, frequent exercises, communications, and consistent

onboarding endeavors will lend to the introduction and maintenance of the stated and

advertised culture of an organization, which compels potential employees to become a

part of an organization (Caputo & Crandall, 2012; Hernaus, Pološki, & Vokic, 2014).

Cultivating the culture of any organization is the responsibility of leadership, or

those who drive the vision, mission, and purpose of the organization. Cultural and

climate expectations are associated with an organization’s competitive advantages and

are linked to the manner in which organizations perform and relate internally (Fortado &

Fadil, 2012). Internal relationships of team members and the methods through which

collaboration, commitment, and engagement occur are driven by leaders and their

communicative and social styles representing the stated culture and climate within the

organization (Schullery, 2013). Gaining feedback from leaders, employees, and human

resources professionals concerning their knowledge of cultural and climate expectations

provides viable insight into where cultural behaviors are well-represented and known.

51

Conversely, where there are gaps in knowledge and behaviors, and relationship

challenges, leadership will have visibility to address accordingly and improve the

frequency of communication mediums relative to cultural expectations. The objective

was to provide a visible platform for organizational leaders, human resources business

partners, and the employees to view how their organizational culture is perceived.

Through this lens, team members can examine whether the knowledge of the

organizational culture statement is representative in the behaviors, relationships, and

success of the organization. The organizational culture statement is foundational and is

directly linked to the character that drives the purpose and mission and the manner in

which they will be demonstrated through the behaviors of the employees (Babnik et al.,

2014). This chapter will present the methodology and design concerning organizational

culture and also provide a description of participants and the selection process for this

study. The data collection methodology along with any ethical concerns to ensure

participants are protected and collected data are confidential will be presented as well.

Research Design and Rationale

Research Questions

RQ1: How do employees’ behaviors emulate the cultural statement and expectations

of the organization?

RQ2: What methods does the organization use to communicate the organizational

cultural expectations?

RQ3: What do organizational leaders do to demonstrate the expected cultural

behaviors stated in the organizational culture statement?

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The central concept of this research was to determine whether the culture

statement within the selected organization is common knowledge and whether the

employees are experiencing those expectations through aligned behaviors based on the

published cultural principles. In an effort to understand the phenomenon of how

employees consciously perceive and experience the organization’s culture, a qualitative

research approach was conducted. Through perception and social engagement

interaction, the participants were able to express their experiences.

The rationale behind this chosen tradition is due to the historical practices

studying cultural aspects. This qualitative phenomenological approach is traditionally

chosen to glean the experiences and knowledge of organizational culture from employees

that range from administrative support to up to executive leadership. The partnering

organization was presented with a set of survey questions included in (see Appendix B)

that tapped into the advertised culture statement and the actual climate within

departments which influences the manner in which teams collaborate, their commitment,

and their overall attitudes toward the organization and their peers. Consequentially, this

approach aided in establishing a framework.

The qualitative method of gaining feedback has been effective in redirecting

management efforts. The phenomenological approach is one of the most common

techniques when gaining knowledge concerning cultural aspects which are comprised of

participants and their experiences related to cultural experiences within an organization.

Objectively, there is an opportunity to disclose perceptive results to organizational

leaders demonstrating the influence of organizational cultural expectations and the

53

manner in which those cultural principles are practiced, understood, and communicated

(Grégoire, 2015). Gaining feedback assisted in narrowing down some key factors or

concerns that may require specific attention (Creswell, 2009). The survey questions

enabled the collection analysis to organize and code the data based on the participants’

feedback (depending on organizational role).

The population of interest was comprised of corporate employees ranging from

entry level positions to executive leadership roles. Utilizing Schein’s cultural elements

framework, this study yielded a qualitative assessment for gaining insight from

employees to understand their knowledge levels and their experiences based on the

culture statement and their opinions of the organizational culture and climates in which

they thrive daily (Armenakis, Brown, & Mehta, 2011). An online survey link was sent to

15 participants which included human resources representatives, administrative support,

middle management, and directors and above. This selection process was beneficial in

corroborating the overall awareness, experiences, and gaps involving organizational

cultural expectations. Transformation of thought processes and reconditioning

concerning cultural expectations has to occur in order for transcending to emerge, which

cannot transpire without knowledge of expectations. Transformation occurs when

employees recognize personal external behaviors and predispositions and alter those

behaviors based on training, education, model examples, or actual experiences (Farrell,

Vernaza, Perkins, Ricketts-Duncan, & Kimbar, 2012).

54

Role of the Researcher

My intent was not to survey participants with whom I was familiar. The intent

was to avoid potential biases by not surveying those who I know are challenged with the

organizational culture and its significance or expectations. The participants were

informed that their engagement and contribution to this study was strictly voluntary and

confidential. Ultimately, this study was reliant on their valuable feedback based on their

lived experiences, their knowledge, and their expectations of self, coworkers, and leaders.

The method to record the survey was shared with each participant to ensure the integrity

of the data collection. Consent forms were distributed via email to each participant prior

to the survey process explaining in detail the purpose and significance of the study, their

right to decline participation, and details involving the distribution of the results.

Methodology

Participant Selection Logic

The population for this study consisted of corporate employees ranging from

administrative support, human resources representatives, middle managers, and vice

presidents within organizations. The span of professionals is due to the importance and

implication of each role in capturing the points of view of multiple professional levels,

thus mitigating the risk of bias (Creswell, 2010). Administrative support often represent

the first line of defense when considering organizational culture and modeled behaviors.

Over the last two decades, the roles administrative support crosses multiple disciplines,

management, communication mediums, and responsibilities. Essentially, dissemination

of information is often relied upon by the administrative support (Kakabadse & Lee-

55

Davies, 2016). Administrative support may be represented in roles such as coordinators,

clerks, analytical support, and other roles which support operations without managing,

supervising, or leading subordinates.

Middle management was selected for this study as there may be a considerable

level of influence generated based on roles and responsibilities. Middle management is

generally responsible for overseeing processes and ensuring subordinates are adhering to

the processes tactically. The inference of supervisors within an organization directly

influence behaviors and the manner in which supervisors lead compel subordinates’ and

their commitment levels, help shape perceptions, and impact stress levels and turnover

(Michela, 2008).

Procedures for Recruitment and Data Collection

Appointment sessions were set up with an executive in a health care organization

that provides products and services to patients on a global level. The goal was to select a

progressive organization that publishes their culture statement and to have email access to

potential survey participants. A number of 15 participants were contacted, spanning the

three professional levels, administrative support, middle management, and directors and

above. This number was deemed as an acceptable sample size to reveal the experience

and awareness of organizational cultural expectations (Latham, 2014). Each professional

ranking was assigned a specified identifier to delineate between the various professional

levels. This offered visibility to the perceptions and experiences by each level which

tailored the results to specific groups based on their positions within the organization.

Overall the survey method compiled a graphical demonstration from which to evaluate in

56

the event there are conditions which represent opportunity for addressing and eventual

resolution (Judge, Thoresen, Bono, & Patton, 2001).

Instrumentation

As the researcher, I utilized an online tool in which to populate and sort the

research questions to gain insight concerning organizational culture and its effectiveness

(Leedy and Ormond, 2010). One of the many measurement tools concerning

organizational culture and its effectiveness was conceived by Wallach, which assesses

innovation, bureaucracy, and supportive characteristics within organizational culture

(Patterson, et al., 2005). Each of these characteristics was further characterized as

reflecting values, attitudes, and behaviors. Bureaucratic aspects are distinguished as a

hierarchal structure that is highly-regulated. Innovation is viewed as an environment

which is highly creative, results-oriented, and enterprising. Supportive characteristics

epitomized as an environment that promotes equitable conditions, trusting environment,

collaborative, and sociable (Patterson, et al., 2005). A questionnaire developed by

Stephanie L. Dailey, illustrated as Organizational Identification Instrument was selected,

extracted from PsyTESTS. Questions from the Full-Time Employment survey were

utilized as the questions established for the participants from this instrument. Each

question could be linked back to Schein’s conceptual framework concerning Artifacts,

Espoused Values, and Basic Assumptions. The survey questions gauged the perceptions

of the participants relative to the organizational cultural experiences which are

established and stem from the organizational mission, vision, and values. Additionally,

the survey questionnaire was intended to yield opportunities to disclose gaps in cultural

57

knowledge from one group of employees to another, exposing both positive and negative

aspects of cultural and climate perceptions.

Data Analysis Plan

Since the research was conducted electronically via email communication,

utilizing the workplace email system of the respective organization of interest, it was

essential to convey to the participants that data collected is strictly confidential and that at

any point, the participants could opt out of this voluntary process. Coding for the

participants was delineated by level. For administrative support, their codes were

represented as A1. For middle managers, their codes were M1, M2, M3, M4, and M5.

The directors and above were represented as D1, D2, D3, D4, and D5.

According to Balthazard, Cooke, and Potter (2006), the Organizational Culture

Inventory (OCI) which was developed by Human Synergistics International represents a

validated tool for surveys when engaged in consulting within an organization for change

management. This particular study hypothesized that dysfunctional organizations are

compelled by dysfunctional cultural foundations which have a direct impact on lower

efficiencies and decreased performance levels. Additionally, the internal forces that

manage organizational cultural expectations have a pivotal impact on the dysfunctional

environments (Balthazard, Cooke, & Potter, 2006).

QDA Miner Lite, SurveyMonkey, and Excel were tools used to segregate the data

for each group to assist with the qualitative analysis. These tools were beneficial for

mining through the results represented as textual data Additionally, both Excel and

QDA Miner Lite has multiple output formats in which the data results can be searched,

58

sorted, and organized. Excel also formats as CSV, tab delimited, RTF, and other

functional formats. These are free options and have the potential to capture data for more

than 1,000 participants, which far exceeds the number of participants for this study.

Issues of Trustworthiness

The essence of developing this study relied on the preparation which led up to

engaging the participants and effectively organizing the data points once they were

received, and clearly reporting the results in a comprehensive manner (Elo, et al., 2014).

In protecting the participants for administrative support, their codes will be represented as

mentioned previously, A1, M1, M2, M3, M4, M5, D1, D2, D3, D4, and D5.

For creditability purposes, the point of contact remained intact thorough the survey

process. Two participants, both representing the directors and above group sent inquiries

concerning the confidentiality of the survey feedback. I communicated that once the

surveys were captured in SurveyMonkey, there was no way that I could associate specific

individuals to their responses as IP addresses are not captured.

As this study disclosed evidence of cultural awareness, there is a level of

transferability to other corporate employees within similar organizations and industries.

In shaping the points of view of employees, transferability is plausible considering the

roles and expectations within the health care industry are comparable from one

organization to the next (Elo, et al.,2014; Rayton, Brammer, & Millington, 2015).

Maintaining an unbiased approach was essential in in gaining trust from not only

the executive within the organization but the participants, which may prove as beneficial

in the future in expanding similar studies with other organizations interested in

59

understanding how well employees are aware of cultural statements and employee

experiences. Staying focused on the results and reporting them appropriately was

essential to maintain objectivity (Elo et al., 2014).

Ethical Procedures

The web-based technique which collected the response, SurveyMonkey, is

established with electronic intellectual values that collect and summarize responses,

compute the results, and delivered viable results intended to be a conclusive development

process (SurveyMonkey, 2009). This technological tool is designed to encapsulate

feedback anonymously as long as the researcher changes the default. As the researcher, it

was necessary to adjust user options to protect identity concealing IP address information

that may link back to specific email addresses (Making Responses, 2015).

The notification to the participants indicated the manner in which the data will be stored

and password protected outside of the organization. The results from the study will be

kept for a period of two years and will be archived in my home on a thumb drive, and

erased from my computer.

Summary

This chapter provides insight into the research methodology for this study and has

also provided a synopsis of the participants of interest and their ranking within the

corporate organizations of interest. It outlines the rationale that supports the various

levels of employees and how valuable and relevant each participant is within the

professional levels. Each of the participants is an employee from an organization that

provides health care products and service levels to the communities. This qualitative

60

study evaluated and categorized the phenomenological experience of three levels of

employees revealing whether their lived experiences can be linked to knowledge of the

cultural values and aligned with behavioral expectations.

While gaining input from managers for this study, it was important to understand

the effect managers have on supervisors, and other subordinates. If managers are aware

of the culture statement, they may or may not be transferring the cultural values to their

subordinates. The roles that directors and above play within an organization are critical

and represent the fundamentals of the cultural values which link back to the mission and

vision of the organization. If top leaders within an organization are driving the cultural

values, there is a greater chance for the organizational character to maintain a level of

sustainability and a reputation that the community will have visibility to and be more

compelled to appreciate and rely upon. The manner in which the survey questions were

conducted was solely dependent upon organizational consent supporting as a corporate

partner in this research. The collection data process captured in SurveyMonkey was

transferred into Excel and QDA Miner Lite.

Chapter 4 includes comprehensive results from the qualitative study and will

delineate the level of professionalism (i.e., administrative support, middle management,

and executive support) which reveal perceptions and where there are gaps in sharing

feedback concerning cultural values and experiences.

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Chapter 4: Results

The purpose of this study was to gain insight from employees within a health care

organization to better understand how they conceptualize the organizational culture and

how they perceive the manner in which the organizational culture fits into their daily

work lives and core values. The methodology was described in Chapter 3, outlining the

participants, their span of professionalism within the organization and the reasoning

behind selecting the population for this study. Chapter 4 will provide the setting of the

study, the demographics, and data collection process, themes and analysis of the data,

evidence of trustworthiness, results, and summary.

As the researcher, I used questions developed from a similar study that would

provide insight into my research. Further, I reviewed the culture statement within the

organization which supported in establishing consistent and meaningful questions in

order to engage truthful and uninhibited feedback. One of the advantages of the

qualitative approach is the provision for employing diverse strategies in engaging the

participants and their perspectives. More frequently, discussions are occurring

surrounding organizational culture and expectations. Recently, as a team member

responsible for developing onboarding documents for an organization, I included the

published culture statement in the welcome letter. While meeting with the multiple team

members, the question was raised concerning the origin of the culture statement that was

included in the new hire documents. The team wanted to know who developed the

statement. The team members inquiring were from human resources and unaware of the

cultural representation that was promoted on the external career website which has been

62

strategically established to attract new candidates. When discussing some of the

unsavory behaviors that occurred within a division in this same organization, I mentioned

the culture statement to some of the vice presidents who were over this shared services

division. They were unaware that the culture statement existed and asked me to forward

it to them for their own enlightenment. With key human resources representatives

unaware of the cultural statements along with executive leaders within the organization,

there is a greater opportunity for employee engagement survey results to yield negative

feedback, which has a direct impact on attrition, resignations, terminations, and transfers.

Setting

The organization that was selected was in the midst of transition as it had been

acquired by another organization. At the time of the study, roles and responsibilities had

not been merged. The executive officer who provided support to conduct the study

increased her level of responsibility and became accountable for compliance and

research. That was the only role that revealed a merger of responsibilities at the launch

of this study. The impact of the merger increased the level of focus required from

employees. The executive representative implied that there were multiple projects going

on within the organization at the time.

Acquiring Participants

Approval was received from Walden University’s Institutional Review Board

(IRB) on January 31, 2019 (IRB Approval #01-31-19-0306521). Once approval was

received from the IRB on February 1, 2019, I emailed the community partner

representative in Human Resources who was appointed to assist me in providing access

63

to potential survey participants that were categorized as administrative support, middle

management, and directors and above. I selected five participants from each group of

email addresses that were provided and communicated via email, explaining the survey

and providing information concerning the executive leader from whom I received

permission to proceed with the study.

Demographics

The organization is comprised of multiple levels of professionals from corporate

level employees, physicians, pharmacists, nurses, and other clinical staff. The

participants of this study are part of a health care organization that provides services to

improve the health of patients and their families. This health care organization was

selected because of its customer base and the impact on health care in making a

difference in offering services that promote better health options. Approval was granted

to send out electronic surveys via email to 15 employees spanning three different

professional levels and included five employees from each group – administrative

support, middle management, and directors and above. There were a total of 10

participants that completed the online survey from the various professional levels.

Though 10 completed the survey, the 15 participants represented as corporate employees

characterized a level of professionalism in which the organization relies upon for

supporting each other in creating a cohesive and collaborative organization (Soldan,

2010).

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Professional Positions

Of the 15 participants that the survey was sent to, the 10 participants who

responded represented administrative support, one of five responded (20%). From

middle management, five of five participants responded (100%), and from the directors

and above participants, four of five responded (80%). Overall, 66.67% of participants

completed the survey questions.

Data Collection

The communication method used for collecting data was email. The participants

were provided with an online link that was also included in the letter of consent. The

survey was open for a total of 4 weeks and a reminder email was sent out twice during

the 4-week period. SurveyMonkey housed the questions and sorted the data either by

respondent or question. The data were collected and recorded within SurveyMonkey and

each participant was labeled Respondent 1 through 10 (R1-R10). Each participant had

access to all 10 questions from the survey. Though names were provided for each

participant, there was no way of tracking individuals once questions were answered in

SurveyMonkey.

Data Analysis

Data were transferred into both Excel and QDA Miner Lite and were sorted by

three categories, administrative support, middle management, and directors and above.

The categories selected were coded as A1 – administrative support (represented by one

respondent) M1, M2, M3, M4, M5 – Middle Management (represented by five

respondents) D1, D2, D3, and D4 – (directors and above) (represented by 4 respondents).

65

The questions were categorized by each support level within the organization. This

method provided insight into the various levels of responsibility and exhibited the

perceptions of each respective category.

Themes

Corporate employees from administrative support, middle management, and

directors and vice presidents provided feedback regarding the research questions. Human

Resources data were included within the middle management results providing their

perception of culture for their organization. Each of the participants’ levels represented

the full breadth of professionals which influence the climate in which they work. There

were themes revealed in the survey which were expressed through the collection of data

within each respective role as indicated in Tables 4 – 13. Each question was reviewed

searching for similarly expressed experiences and color coded in Excel. Themes began

developing as early as Question 2, seeking the significance of roles and responsibilities

from the participants. For coding purposes, I used various colors to delineate frequently

used terms by the participants. As mentioned in Chapter 3, this process adds to the

validation method used prior to the presenting of the results back to the organization and

disseminating it on the website for participant leaders and departments (Creswell, 2009).

Survey Question 1

When you meet someone new and they ask what you do for a living, how do you

respond?

This question provides insight and thoughtfulness concerning the organization and how

the participants feel about their current position. It links back to RQ1 and focuses on the

66

behavioral aspect of the participants and their explanations concerning their experience.

Table 4 provides details concerning the depth of the answer concerning where the

participants work indicated the following: did not provide details of role (70%), provided

role details (30%). Table 4 provides a breakdown of the responses from each participant.

Table 4

Responses to SQ1

Category

Responses

A

Responses

MM

Responses

D+

Did not share details

Shared details of role

1 4

1

2

2

N=10

SQ1 provides insight into the attitudes and behavioral aspects that the participants

have concerning their roles and the manner in which they communicate those roles.

Providing insight into roles also reveals social identification associated with each role

(Hirst, van Dick, & van Knippenberg, 2009). RQ1 is linked to SQ1 where participants

are expressing their insight into their role which emulates expectations within their role.

Survey Question 2

What does it mean for you to personally to work at this organization? This

question was intended to gain knowledge based on how the participants perceive the

cultural aspects of the organization and their impact to the clients or customers served.

Themes extracted from SQ2 denoted the following: an appreciation for serving the

community and providing health care (70%), sharing talents and influencing employees

(30%). Given the population that this organization serves, this question provides insight

67

to RQ3. The participants had the opportunity to express how their roles advance the

communities that they serve (Pokorny, 2013). Table 5 provides a breakdown of the

responses from each participant.

Table 5

Responses to SQ2

Category Responses

A

Responses

MM

Responses

D+

Serving the community

Sharing talents, influencing employees

1

4

1

3

1

N=10

Survey Question 3

Do you feel that you are a good fit in the organization? Why or why not? This

question provides insight into the cultural aspect of the organization and is relative to

RQ1 which is focused on organizational culture. It seeks to understand how employees

view themselves relative to the posture of the organization. The primary theme from this

question was around mission and vision. The remainder of the participants’ responses for

SQ3 was dissimilar The results are as follows: employees feel they are a good fit

(100%), core values align with mission and vision (60%), opportunity for advancement

(10%), feel valued (10%), represents a rare talent (10%), appreciates the people and the

pace (10). Table 6 provides a breakdown of the responses from each participant.

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Table 6

Responses to SQ3

Category Responses

A

Responses

MM

Responses

D+

Mission/vision driven

Advancement

Feel valued

Represents a rare talent

Appreciate people and pace

1

2

1

1

1

3

1

N=10

Survey Question 4

What are the values or goals of this company? Are those different from or similar

to your personal values or goals? This question accompanies RQ1 and seeks insight to

the organizational culture and the understanding by participants. It delves deeper into the

alignment of personal principles and organizational principles. This question invited the

participants to outline areas of importance as they relate to organizational and personal

objectives, specifically. The main themes expressed were around respect, integrity,

collaboration, and serving. The remainder of the participants’ responses for SQ4 was

dissimilar. The results are as follows: integrity, respect, collaboration, and serving

(80%), healthier outcomes (10%), no answer provided (10%). Table 7 provides a

breakdown of the responses from each participant.

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Table 7

Responses to SQ4

Category Responses

A

Responses

MM

Responses

D+

Respect, integrity, honesty, collaboration, service

Healthier outcomes

Provided no input

1

4

1

3

1

N=10

Survey Question 5

How similar/different do you think you are to other full-time employees? This

survey question intends to understand how employees perceive their behaviors and the

behavioral aspects of others within their organization. It links back to RQ1 concerning

organizational behaviors as they relate to the organizational culture. The primary theme

for this questions indicated that most employees expressed they were similar. The

results: similar (50%), different (30%) both similar and different (20%). Table 8

provides a breakdown of the responses from each participant.

Table 8

Responses to SQ5

Category Responses

A

Responses

MM

Responses

D+

Similar

Different

Similar and different

1

2

1

2

3

1

N=10

70

Survey Question 6

In what ways has the organization made you feel like you are a member? Do you

represent Admin Support, Middle Management, or Director and above? This is a

question focused on both organizational cultural and behavioral aspects, RQ1 and RQ3.

The predominant theme for this question was the expressed experience of being included

as a team member. The remainder of the participants’ responses was dissimilar. The

results are as follows: feels included (60%), does not feel valued (10%), allowed to

perform without barriers (10%), no feedback (20%). Table 9 provides a breakdown of

the responses from each participant.

Table 9

Responses to SQ6

Category Responses

A

Responses

MM

Responses

D+

Feels included

Does not feel valued

Allowed to perform without barriers

No feedback

1

4

1

2

2

N=10

Survey Question 7

Have you received any company paraphernalia? This question provides insight to

both culture and the manner in which employees communicate their association with the

organization, RQ1 and RQ2. The majority of the participants indicated they have

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received company paraphernalia. The results are as follows: does have company

paraphernalia (90%), does not have company paraphernalia (10%)

Table 10

Responses to SQ7

Category Responses

A

Responses

MM

Responses

D+

Yes, company paraphernalia

No company paraphernalia

1 5 3

1

N=10

Survey Question 8

What email lists are you on? What access to technology do you have? This

question provides insight into the manner in which employees communicate with each

other within the organization. Schein (2010) indicated that interaction of team members

within organizations directly impacts culture and climate in which employees and leaders

operate. The majority of the participants indicated that they have access to the required

technology to perform their roles. The results are as follows: has appropriate technology

to effectively perform, also included names of organizational databases (80%), N/A

(10%), no answer (10%). Table 11 provides a breakdown of the responses from each

participant.

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Table 11

Responses to SQ8

Category Responses

A

Responses

MM

Responses

D+

Properly equipped to perform

No answer

Indicated N/A

1 4

1

3

1

N=10

Survey Question 9

How much do you communicate with other employees? This question supports

the RQ2 in better understanding the frequency of communication within the organization.

As shared in SQ8, various forms of communication are a part of the organizational

culture. These mediums of communication impact and influence relationships, longevity

in employee engagement and commitment, and also provides a level of meaningfulness

when interacting with one another (Killingsworth, 2012). The frequency of

communication is as important as the methods of communication. Every participant

indicated frequently, daily, or all day for this question. The results are as follows:

frequently, daily, all day (100%). Table 12 provides a breakdown of the responses shared

based on the frequency of communication from each participant.

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Table 12

Responses to SQ9

Category Responses

A

Responses

MM

Responses

D+

Frequently, daily, all day 1 5 4

N=10

Survey Question 10

Do you feel like you are a member? Why or why not? The final question focuses

on the cultural behavior of the organization and whether the participants feel as if they

are a member of the organization and links back to RQ3. The most common theme for

this question was respected, heard, and shared objectives. The remainder of the

participants’ responses was dissimilar. The results are as follows: respected, heard,

shared objectives (70%), somewhat (10%), does not feel like a member (10%), no answer

(10%). Table 13 provides a breakdown of the responses.

Table 13

Responses to Question 10

Category Responses

A

Responses

MM

Responses

D+

Feels valued, connected, and respected, making changes

Somewhat

Does not feel like a member

No answer

4

1

1

3

1

N=10

74

Evidence of Trustworthiness

The implementation of this study began through communicating with the

participants and providing background information concerning the support of one of the

executive leaders of diversity and inclusion. This provided a platform which introduced

the clearance to participate in this study. Instead of reaching out to the participants every

three days as originally anticipated, the participants were contacted twice in a four-week

period reminding them that the survey was still open and available for participation. So,

overall, there were three communications sent via email to the participants.

Credibility

The intent of the analysis was to review the data collected and measure or analyze

those results in an instrument that aids as support in classifying and reporting the findings

based on the feedback and perceptions. The essence of developing this study relied on

preparation to engage the participant and effectively organizing the data points once

received, (Elo, et al., 2014).

Transferability

Distinguishing employees’ perceptions in the workplace may lead to a better

understanding of their attitudes and the manner in which they view the organization. In

shaping the attitudes of employees, transferability is plausible based on the similarity in

roles within organizations (Rayton, Brammer, & Millington, 2015). This study obtained

insight from three different professional levels within an organization in an effort to gain

insight into how cultural aspects are conceived through experiences and interactions.

75

Phenomenology assisted through this process in accessing work-life experiences through

each of the participants’ levels of involvement.

Dependability

Dependability in this study was established with the utilization of conventional

questions that aligned with the overall Research Questions associated for this study. Bias

was minimized by adhering to the same established questions for each group of

professionals. Each participant received the link to the survey questions via company

email. None of the emails were returned as undeliverable.

Confirmability

Confirmability was ensured through the consistency in the established protocol

for each participant. The intent was to gain feedback from three different levels of

professionals. There was no deviation in the questions and each participant answered the

questions through the same link via email communication.

Summary

In this chapter, the results were displayed based on feedback from 10 participants

who voluntarily provided feedback based on their perspective concerning the

organizational cultural aspects. The overall themes for middle management and the

directors and above group revealed emulation of cultural expectations in experiences,

behaviors, and support. Additionally, the participants’ responses supported ideas relative

to perceptive points of view into connectivity, empowerment, and respect within a

diverse organization. Further data are included to substantiate the assertion of important

communication through various methods and mediums used within the organization to

76

keep the employees connected and the frequency was also revealed. The emulation of

behaviors as it relates to the organizational cultural expectations has been provided

throughout the answers. Comprehensive feedback based on the participants’ feedback

from each survey question is included to further corroborate the results that have been

displayed in Chapter 4.

Chapter 5 will reiterate the purpose and nature of this study and will outline the

interpretation of the findings. The findings will be concise and succinct in an effort not

to express any biases that would conclude erroneous data. Additionally, Chapter 5 will

discuss limitations of the study, recommendations, implications for social change, and the

conclusion.

77

Chapter 5: Discussion, Conclusions, and Recommendations

Introduction

An organization’s cultural and climate environments are inevitably relied upon as

the drivers of how team members interact and treat each other as well are viewed as

influential when considering the level of commitment that employees within the

organization demonstrate (Ofori, 2009). This research was intended to demonstrate and

collaborate with previous studies that focus on organizational culture as well as gain

visibility regarding employees’ awareness and knowledge concerning their organizational

culture. It was conducted to reveal employees’ perceptions spanning from administrative

support up to executive leadership. Research indicates that positive social change can be

manifested through when aspects of cultural diversity are prevalent through the sharing of

opinions and ideas. If the culture speaks to the character of the organization levels of

employees will have some level of experience with the cultural environment (Gregory et

al., 2009).

The expectation for this study was to gain feedback from employees at multiple

levels learning about their experience and knowledge of their organizational culture and

climate based on their daily experience. It was essentially intended to provide a glimpse

of that cultural experience and share it with human resources leaders, managers, and

other employees who are ingrained within the cultural experience. Feedback from

employees indicated their awareness of cultural expectations and the perceived

effectiveness of the organization’s culture statement. The survey results provided

evidence of experiences that are directly linked to the stated values and cultural

78

framework. The goal was to exhibit a platform of results based on the experiences of

employees and their points of view concerning organizational cultural aspects and

climates (Ofori, 2009). Though organizational culture is developed through the vision of

company pioneers and leaders, it is essential for subsequent leaders and employees to

have an awareness of the cultural intent and the significance of subcultures that make up

organizational environment (Schein, 2010).

Interpretation of Findings

The survey was sent to 15 participants. Of those 15 participants, responses were

received from 10 participants. The breakdown of the participants is represented as

follows: One of five was from administrative support, five were from middle

management, and four were directors and above.

The results of this study indicated that the one administrative support employee

who responded to the study was not pleased with the cultural experience and sought to be

moved to another environment within the organization. The respondent A1 indicated that

a level of respect was lacking in the manner in which other team members interacted and

shared. While there was a sense of service associated with the role, collaboration, and

alignment was not part of the experienced purpose (Babnik, et al., 2014). Since only one

of five administrative support participants provided feedback, there are no indicators that

others within similar positions share that experience. The next group of participants was

represented as middle management. Of the five participants, all five provided feedback

and were unanimous in experiencing a culture of serving and giving back to the

community. The middle management participants expressed a culture that was aligned

79

with the opportunity for advancement and felt as if they were part of the organization;

they were committed, and also engaged in the strategies of improving the overall life of

customers (Rashid, et al, 2003). Most of the middle management participants expressed

experiences that represented feelings of being empowered and properly equipped to

perform their roles. Essentially, there was a sense of being able to complete the mission

and vision of the organization effectively with the proper tools. Additionally, levels of

culture were expressed through artifacts, such as organizational paraphernalia,

communication methods, and other technological tools. The values that defined the

culture were expressed through the participants’ responses as described as espoused

values, basic assumptions, and artifacts (Schein, 2010).

The participants categorized as directors and above expressed feelings of serving

the community as well as the other two groups. They were unanimous in their perception

of representing a culture that improves the quality of life for others. Most of these

participants expressed their engagement as mission and vision driven based on the

strategies of the organization. Based on the feedback from middle management, the

directors and above provide a level of support so that objectives are being met and there

is a sense of gratitude associated with their roles (Jai, Tong, & Lee, 2014). There was an

expression of promotion of diversity and inclusion within the cultural environment,

which has the propensity to generate levels of purposeful respect (Schullery, 2013).

Most of the respondents presented feedback that represented behaviors that emulate the

organizational culture and expectations. Through multiple mediums of communication

and technological frameworks, the participants shared similar manners in how they

80

interact with team members based on established and organizational traditions (Schein,

2010). Ideally, the cultural expectations are displayed and exemplified not only in

behaviors of leaders and employees, but these expectations are assessable and

comprehensively received through ongoing communication mediums fluidly and

constantly and are part of daily discussions and behaviors (Kakabadse & Lee-Davies,

2016). Based on the feedback, the leadership support received by the middle

management team generated positive and encouraging feedback in the sense of

empowerment, commitment, engagement, respect, alignment, and integrity. This

approach enables a cultural environment that promotes positive social change, speaking

to the character of the overall organization as it relates to the cultural environment

(Gregory, et al., 2009). Though middle management and their leaders provided the bulk

of the feedback and it was positive, questions remain concerning the administrative

support participants and their lack of contribution in this research. Portions of the

feedback from the one respondent A1 expressed unfavorable experiences and provides an

opportunity to consider conducting an exploratory study for additional inquiry.


The results from this research gained insight and present the manner in which

organizational culture is defined. The results also demonstrate that cultural expectations

are understood and fulfilled based on multiple aspects associated with the defined culture

statement. The study results outline the organizational culture as customs and rights

(Schein, 2010). Through a prototype of stated and shared fundamental principles, the

employees have adapted through the integration of internal tools supported by its leaders

81

while recognizing and maintaining consciousness of the overall climate (Schein, 2010).

The artifacts are represented through the commonalities in language, communication

mediums, and products with organizational insignia. The sense of empowerment

expressed by the middle management participants denoted that a level of autonomy and

trust are established (Hogan & Coote, 2014).

The espoused values that were communicated throughout this study were

indicative in the commitment to influencing the customers for healthier living options.

All of the participants expressed the service to the customers and the community

provided a sense of accomplishment and a culture of commitment and contribution. The

self-awareness associated with the espoused values provided both aspiration and a sense

of accomplishment (Campbell et al., 2002).

The basic assumptions and values that Schein (2010) describes are demonstrated

unconsciously. Through expressed alignment and collaboration, the meeting of strategic

goals is achieved and the current state of the culture and climate were displayed in the

stated experiences and behaviors. Each of these aspects influence daily productivity and

shape the organization and its agenda.

The study results provided insight to the organizational culture and how it delivers

fundamental importance for its customs and expected behaviors which lend to the essence

of an organization’s consciousness (Schein, 2010).

82

Limitations of the Study

There is a greater population within the corporate side of healthcare to consider

for this study in expanding the knowledge based on the perceptions of the employees.

Additionally, expansion of this study will reveal further points of view for consideration

and potential action. This phenomenological study sought themes that would exhibit the

perceptions of employees ranging from administrative support, middle management, and

directors and above, which included executive level support. The lack of participation

from the administrative support respondents did not support the themes associated with

the one respondent and the unfavorable experiences expressed. The sample size was

small and does not represent saturation, leaving room for additional studies to be

conducted on a larger scale, perhaps through an exploratory study approach.

Recommendations

Within the health care discipline, there are clinical roles associated with providing

services to customers or the community. This population was not included for this study

and leaves room for advancement in pulsing cultural and climate perceptions from others.

Additionally, it will be beneficial to seek feedback from administrative support team

members to compare the results of the one participant that contributed to this study.

Since leaders provide significant authority as it relates to cultural direction and the

manner in which organizations are operationalized, there is room to expand further for a

more comprehensive assessment on a larger scale (Taormina, 2008). Expansion to the

administrative support team members will allow for additional feedback to determine if

83

the one participant represents many points of view and if there is an opportunity to

address other contrary experiences.

Implications

In order for the culture of an organization to be appreciated, there is a requirement

for cultural recognition to occur and for the cultural values to be displayed and available

for all employees at all levels. Visibility to cultural values at all levels has a significant

impact on how employees behave within an organization, their relationships, and the

overall performance. Positive social change can be driven through the embracing of

cultural diversity in opinions and ideas. When teams represent the desire to collaborate

and communicate, it creates an environment that demonstrates an appreciation for

cultural differences and promotes inclusion from all facets of teams. Embracing cultural

values is beneficial in identifying personal cultural values as well as embracing diverse

cultural values. Through ongoing communication, workshops, and exercises that discuss

and promote organizational culture, employees are compelled to feel a part of an

organization and aware of expectations (Caputo & Crandall, 2012; Hernaus, Pološki, &

Vokic, 2014).

When leaders, human resources, and executives are engaged in cultivating

environments that are positive and constructive, cultures and climates represent social

alignment and are not as challenging to manage (Manroop, Singh, & Ezzedeen, 2014).

The results associated with this study deliver opportunities to replicate behaviors

throughout the organization in an effort to expand the behaviors that characterize the

intended cultural environment.

84

Conclusion

This sampling of participants for this study provided insight into the experiences

associated with the organizational culture and utilized the language around organizational

cultural expectations in behaviors. If leaders are the drivers who advocate for sound

cultural values, the expression of experiences for this study coincided with the

organizational cultural principles which represent the strength and character of the

organization. Favorably, the middle management and executive leader support provided

feedback that corresponded with the organizational mission, vision, and success. While

there was lack of participation from the administrative support, there was still hope of

advancement articulated from the one participant aspiring to be promoted to middle

management status which may yield a different cultural experience. The survey

questions enabled the participants to express their experience as it relates to the stated

cultural values and representation which may appeal to other potential employees who

are seeking positions that align with the values of importance to them. The results

supported the fiber of the organization and it is important for all levels of employees to

recognize and identify with the cultural values and expectations (Gregory, et al., 2009).

Through organizational culture and prototypes of common practices, behaviors

are reviewed through Artifacts, Espoused Values, and Basic Assumptions. According to

Schein (2010), “The bottom line for leaders is that if they do not become conscious of the

cultures in which they are embedded, those cultures will manage them. Cultural

understanding is desirable for all of us, but it is essential to leaders if they are to lead.”

This statement is the essence of how significant organizational cultural values are when

85

leading and developing principles and norms for an organization. It has a direct impact

on social advancement and expectations.

86

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Appendix A: Letter of Permission

Dailey, Stephanie L <[email protected]>

Reply all|

Mon 7/2, 1:26 PM Venita Govan

Hi Venita,

Thank you for reaching out. Here are the survey questions for Organizational

Identification I have used for full-time employees. I hope they are useful for your

research. Best of luck with your dissertation!

1. When you meet someone new and they ask what you do for a living, how do you

respond?

2. What does it mean for you personally to work at [company]?

3. Do you feel that you are a good fit at [company]? Why or why not?

4. What are the cultural values or goals of this company? Are those different or similar

from your personal values or goals?

5. How similar/different do you think you are to other employees at [company]?

6. In what ways has [company] made you feel like you are a member?

7. Have you received any company paraphernalia?

8. What email lists are you on? What access to technology do you have?

9. How much do you communicate with other employees?

10. Do you feel like you are a member of [company]? Why or why not?

- Stephanie

Stephanie L. Dailey, Ph.D. | Assistant Professor

Department of Communication Studies | Texas State University

Centennial Hall 325 | 512.245.4471

[email protected] | www.stephaniedailey.wp.txstate.edu

2707

mailto:[email protected]

https://na01.safelinks.protection.outlook.com/?url=http%3A%2F%2Fwww.stephaniedailey.wp.txstate.edu&data=02%7C01%7Cvenita.govan%40waldenu.edu%7C6cfb39fb958f46de23a508d5e0495e5e%7C7e53ec4ad32542289e0ea55a6b8892d5%7C0%7C0%7C636661528084013824&sdata=tfvc%2FB1anmV0FPZcV%2FQpl8gMx9rLSsPsFeMnkrDYdOI%3D&reserved=0

102

Appendix B: Survey Questions

Question 1: When you meet someone new and they ask what you do for a living, how do

you respond?

Question 2: What does it mean for you to personally to work at this organization?

Question 3: Do you feel that you are a good fit in the organization? Why or why not?

Question 4: What are the values or goals of this company? Are those different from or

similar to your personal values or goals?

Question 5: How similar/different do you think you are to other full-time employees?

Question 6: In what ways has the organization made you feel like you are a

member? Do you represent Admin Support, Middle Management, or Director and

above?

Question 7: Have you received any company paraphernalia?

Question 8: What email lists are you on? What access to technology do you have?

Question 9: How much do you communicate with other employees?

Question 10: Do you feel like you are a member? Why or why not?

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